Nasscom Occupation Analysis Business Process Management

Occupational Analysis
Business Process Management

IT-ITeS Sector Skills Council NASSCOM
4E, Vandana Building (4th Floor)
11, Tolstoy Marg, Connaught Place
New Delhi 110 001, India
T 91 11 4151 9230 F 91 11 4151 9240
ssc@nasscom.in
www.nasscom.in

O c c u p a t i o n a l A n a l y s i s o f t h e I T- B P M I n d u s t r y : B P M S u b - s e c t o r
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Foreword
2013 is an important year for the Indian IT-BPM Industry as global markets struggle to emerge from
their economic instabilities and environmental challenges. The situation, though challenging, also
presents new opportunities to tap for the Indian IT-BPM Industry. One of the key imperatives for the
industry is to continuously seek and develop the right talent to drive its growth.
As per the National Skills Mission, 500 million professionals would need to be skilled by 2022 to make
them employable. The Indian ITBPM Industry currently employs about 3 million people directly and
about 9 million indirectly. As per the NASSCOM Perspective 2020 report, the industry has a potential
to contribute to, as much as, 30 million employment opportunities (direct and indirect) by 2020.
The need is to focus on developing ready-to-deploy talent by laying standards for skill requirements
in the IT-BPM Industry. These requirements merit defining consistent standards of performance and
quality and standardising recruitment procedures. With this in mind, NASSCOM has come up with
the Occupational Analysis report for the IT-BPM Industry.
Occupational Analysis report identifies job roles across the IT-BPM industry at the Entry, Middle and
Leadership levels. Career Paths for entry-level job roles have been identified for the benefit of the
students and academia to facilitate the clear understanding of the career opportunities provided by
the industry. Several case studies of successful people have been included to make careers in our
industry more attractive.
This Occupational Analysis report is one of the ways in which NASSCOM aims to streamline job roles
across the ITBPM industry and is the first step in the development of Occupational Standards for
the industry.
We reaffirm our commitment to facilitate the growth of the industry and trust you will find the
report useful.
Som Mittal
President
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Acknowledgements
We would like to thank the entire NASSCOM Leadership: Mr Som Mittal, President; Mr Lakshmi
Narayanan, Chairman, IT-BPM Sector Skills Council NASSCOM and CEO Cognizant; Ms Sangeeta
Gupta, Sr VP; KS Vishwanathan, VP and Head of Industry Relations; Ameet Nivsarkar, VP; Rajiv
Vaishnav, VP; Rama Vedashree, VP, for their strategic leadership and support to this important
project.
We would like to particularly thank Dr Sandhya Chintala, Executive Director, IT-ITeS Sector Skills
Council NASSCOM, VP NASSCOM for her invaluable Leadership and guidance throughout the project.
We are grateful to the officers of Ministry of HRD (MHRD), Ministry of Communications and
Information Technology, Ministry of Labor and Employment (MoLE), Prime Ministers Office (PMO),
and National Skills Development Corporation (NSDC), for willingly providing us with relevant
information and support required for this report.
We are grateful to the members of the Project Board, namely, Mr Srikantan Moorthy-Infosys, Mr
Kothandaraman Karunagaran-CSC, Mr Sameer Kohli-CSC, Mr Manjunatha Hebbar-HCL, Mr Vidyut
Navelkar-TCS, Mr Arjun R-HCL, and Mr Anil Menon-IBM, for their continued support.
We want to acknowledge the continuous support received from other members of SSC NASSCOM
team and NASSCOM Research Team, providing us with guidance on undertaking the quantitative
and qualitative research required for this report.
We would also like to thank all NASSCOM member organisations that provided inputs for the
preparation of this report. We are thankful to the teams of Accenture for carrying out this research
work and putting together this document.
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Table of Contents
Foreword 3
Acknowledgements 5
Executive Summary 11
Summary of Key Occupations, Job Roles and Tracks within Each Sub-sector 14
Background 19
Sector Skill Councils 19
Occupational Standards 20
Occupational Mapping as Part of OS Development Process 21
Approach and Methodology 22
OS Development Framework 23
Structure of the IT-BPM Industry 27
Impact of the IT-BPM Industry in India 28
Sub-sectors within the IT-BPM Industry 32
Chapter 1 - Overview of the BPM Sub-sector 35
Introduction to the BPM Sub-sector 37
Evolution of the BPM Sub-sector 38
Profile of the BPM Sub-sector 40
Key Trends in the BPM Sub-sector 42
Chapter 2 - Talent in the BPM Sub-sector 45
Emerging Talent Trends 47
Qualifications, Knowledge and Understanding 49
Skills 50
Learning Opportunities 51
Chapter 3 - Entry-level Job Roles - BPM 53
Entry-level Job Roles 55
Entry-level Job Roles in the BPM Sub-sector 56
BPM Sub-sector - Occupations, Tracks, Verticals and Entry-level Job Roles 57
Chapter 4 - Middle-level Job Roles - BPM 59
Middle-level Job Roles 61
Middle-level Job Roles in the BPM Sub-sector 62
BPM Sub-sector - Occupations, Tracks, Verticals and Middle-level Job Roles 65
Chapter 5 - Leadership-level Job Roles - BPM 67
Leadership-level Job Roles 69
Leadership-level Job Roles in the BPM Sub-sector 70
BPM Sub-sector - Occupations, Tracks, Verticals and Leadership-level Job Roles 71
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Chapter 6 - Occupations and Roles in the BPM Sub-sector 73
In Summary 75
Occupations within the BPM Sub-sector 76
Analytics 80
Analytics - Occupational Map 81
Analytics - Typical Career Paths 82
Customer Relationship Management (CRM) 83
CRM - Occupational Map 85
CRM - Typical Career Paths 86
Editorial and Desktop Publishing 88
Editorial and Desktop Publishing - Occupational Map 89
Editorial and Desktop Publishing - Typical Career Paths 90
Finance and Accounting (F&A) 91
F&A - Occupational Map 93
F&A - Typical Career Paths 94
Health Services 95
Health Services - Occupational Map 96
Health Services - Typical Career Paths 97
Human Resource Outsourcing (HRO) 98
Human Resource Outsourcing - Occupational Map 99
Human Resource Outsourcing - Typical Career Paths 100
Knowledge Services - Research 101
Knowledge Services - Research - Occupational Map 102
Knowledge Services - Research - Typical Career Paths 103
Learning 104
Learning - Occupational Map 105
Learning - Typical Career Paths 106
Legal Services 107
Legal Services -Occupational Map 108
Legal Services - Typical Career Paths 109
Supply Chain Management (SCM) 110
Supply Chain Management - Occupational Map 111
Supply Chain Management - Typical Career Paths 112
Movement to Other Occupations, Sub-sectors and Industries 113
Annexures 115
Annexure A: Glossary of Terms and Abbreviations 116
Annexure B: Case Studies of Career Paths 117
EXECUTIVE SUMMARY
Executive Summary
Summary of Occupations Within Each Sub-sector
O c c u p a t i o n a l A n a l y s i s o f t h e I T- B P M I n d u s t r y : B P M S u b s e c t o r
EXECUTIVE SUMMARY
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Executive Summary
The IT-BPM industry has received global recognition as the growth engine for India and the sectors
it services across the world. It has established itself as a pioneer with the range of services it offers,
EXECUTIVE SUMMARY
the global customer base it serves and the numerous employment opportunities it has provided to
the workforce in India.
As per NASSCOMs Strategic Review 2013, the industry aggregated revenues exceeding USD 108
billion and employed more than 3 million people. The industry accounts for almost 25 percent of
the total exports and 11 percent of the total service revenues. In order to drive the acquisition of
right talent and to ensure the development of an employable workforce for the industry, IT-ITeS
Sector Skills Council NASSCOM (SSC NASSCOM) has taken up an initiative to develop Occupational
Standards (OS) for all Entry-level (unique) job roles in the IT-BPM Industry. These OS are being
developed in close association with the key member companies in the IT-BPM Industry. In the long
term, they will provide a foundation for the skill development training and certification programme.
There are four sub-sectors within the IT-BPM Industry. The sub-sectors are as follows:
IT Services (ITS)
Business Process Management (BPM)
Engineering and R&D (ER&D)
Software Products (SPD)
The current report shall focus on the BPM sub-sector within the IT-BPM industry.
Occupational Analysis (OA) is the first step in the development of the OS for any industry or
sector. It entails an industry scan and a process of identifying different occupations in the various
sub-sectors.
Objective
The objective of this document is to describe the main features and characteristics of an occupation,
within the IT-BPM industry, specifically the BPM sub-sector. It provides a high-level overview of
an occupation in terms of the types of job roles that exist, workforce characteristics, key talent
trends and a review of available education and training. OA, therefore, provides information on the
opportunities that exist for progression through a career in a specific occupation.
The OA for ITBPM industry contributes to the context and background for the development of the
OS for the BPM sub-sector.
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Structure of the Occupational Analysis Report
This report consists of the following sections:
EXECUTIVE SUMMARY
Background to the Project: A brief description of the National Skills Mission, Sector Skills
Councils and their objectives leading to the process of the development of the OS is given in this
section
About the IT-BPM Industry: This section covers the structure of the IT-BPM Industry in terms of
the types of organisations within the ecosystem
Occupational Mapping and Career Paths for the BPM sub-sector
The BPM sub-sector is structured in the following chapters:
Chapter 1: About the sub-sector: A brief description of the structure, evolution and profile of
the sub-sector is given in this chapter. It covers information on the size of the sub-sector, the
workforce employed therein, and so on
Chapter 2: Talent trends within the sub-sector: This chapter provides an overview of the key
drivers of change that have an influence on the workforce and talent within the sub-sector
Chapter 3: Entry-level roles BPM: This chapter provides an overview of the Entry-level roles
within the sub-sector
Chapter 4: Middle-level roles BPM: This chapter provides an overview of the Middle-level
roles within the sub-sector
Chapter 5: Leadership-level roles BPM: This chapter provides an overview of the Leadership-
level roles within the sub-sector
Chapter 6: Occupations and job roles in the sub-sector: Details of the types of occupational
activity included in the scope of the sub-sector, associated occupations, job roles and typical
career paths are addressed in this chapter
The steps undertaken to develop Occupation Mapping leading to Career Path are summarised
IT-BPM Industry
IT Services (ITS) Business Process Management (BPM) Engineering and R&D (ER&D) Software Products (SPD)
Media and Construction & Industry Media and Construction Industry Construction &
Industry Retail Health Construction & Industry Media and Travel and
Telecom Retail Healthcare Energy Telecom Automotive Semi - Consumer Aerospace & Heavy Engg. Medical Energy and Manufacturing BFSI Media and Government Telecom Retail Heavy Engg. Healthcare Education
Manufacturing BFSI Education Telecom Government Heavy Engg. BFSI Government Heavy Engg. Verticals Entertainment
Verticals Entertainment Care (CHE) Verticals Entertainment Hospitality Pharma (C&HE) Verticals Entertainment conductorElectronics (C&HE) Devices Utilities (C&HE)
Analytics Emerging Engineering Analysis Emerging Emerging

Application Development Emerging Integration and Deployment
Verticals Verticals Verticals
Verticals
Application Deployment Customer Relationship Management Hardware Development
Identifying Sub- Sector

Legal
Application Maintainenance Editorial and Desktop Publishing Software Development Product Documentation
Emerging Emerging
Emerging
Data Scientists Occupations Finance and Accounting Occupations Product Engineering Design Occupations Product Development and Delivery
IT Consulting Health Services Product Manufacturing Support Emerging
Project/Program Management
Occupations
IT Services Management Human Resource Outsourcing Product Marketing
Product Lifecycle Management
IT Support Services/Helpdesk Knowledge Services - Research Product Lifecycle Management
Product Research and Design
Infrastructure Management Services IMS Learning R&D
Product Packaging
Information Security Legal Services Software Testing
Occupations in the BPM Sub-sector

Product Support
Project /Program Management Supply Chain Management HardwareTesting
Occupations in the SPD Sub-Sector
Occupations in the ITS Sub-sector

Occupations in the ERD Sub-sector
Sales and Marketing/Business Development
Sales and Pre Sales Quality Assurance and Engineering
Solution Architecting Technical Documentation/ Writing Testing and Quality Assurance
Identifying Verticl Horizontal Profiles for each Sub - Sector

Testing and QA Technical Support Transition
Career Progression in the IT-ITeS Industry Other Industries Occupation Application Development Head of Company/CEO
Sub-sector 1 Sub-sector 2 Sub-sector 3 Sub-sector 4
ITS BPM ERD SPD
O1*- On*- O1*- On - O1- On - O1- On - Retail Software Functional UI Language/ Technical Web Media Offering Lead/Domain Lead
Track Leadership
Leadership Telecom Development Development Development Translation Documentation Development Development
Level
BFSI Delivery Lead
Middle
Management Head of Company/CEO*
Team Leader/ Application Architect/ Web Solution Developer
Entry Level 1 2 Electronics Leadership Domain Lead/Offering Lead*
Occupational Mapping Leading to career path

Level Sr Software Sr Functional Sr UI Sr Language Sr Technical Sr Web Sr Media Middle Level
(>10 years) Delivery Lead Developer Developer Developer Translator Documents Writer Developer Developer
Movement to other occupations like Project Management UI Language Technical Web Media
Software Developer
Developer Translator Documents Writer Developer Developer
Team Leader/Application Architect/Web Solution Developer
Engineer Entry Level
Middle Level Sr Trainee
Sr Software Sr Functional Sr UI Sr Technical Sr Web Sr Media
(2-10 years)
Developer Developer Developer Language/ Document Developer Developer Software Functional UI Language Technical Web Media
Translator Writer Documentation Development Development
Development Development Development Translation
UI Language Technical Web Media
Entry Level Software Developer Developer Translator Document Developer Developer
(0-2 years) Writer
Engineer Trainee
This figure does not depict any hierarchy
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EXECUTIVE SUMMARY
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Summary of Key Occupations, Job Roles and Tracks
within Each Sub-sector
EXECUTIVE SUMMARY
Figure 2 indicates the key occupations identified in each sub-sector. These occupations are
differentiated on the basis of the unique skill-sets required for each occupation. Each occupation is
further divided into tracks to highlight the specialisations that exist. Details of the tracks and the
unique Entry-level job roles have been indicated further on in the document. These occupations,
tracks and unique job roles exist in various organisations under different classifications and level
of detail. The list tries to establish a balance between the level of detail and brevity while defining
these basic distinct skill-sets
IT Services (ITS) Business Process Management (BPM)
Application Development Analytics

Application Deployment Customer Relationship Management

Application Maintenance Editorial and Desktop Publishing
Data Scientists Finance and Accounting
IT Consulting Health Services
IT Support Services/Help Desk Human Resource Outsourcing
Infrastructure Management Services (IMS) Knowledge Services - Research
Information Security Learning
IT Services Management Legal Services
Project/Program Management Supply Chain Management
Sales and Pre-sales
Solution Architecting
Testing and QA
Engineering and R&D (ER&D) Software Products (SPD)
Engineering Analysis Integration and Deployment

Hardware Development Legal
Software Development Product Documentation
Product Engineering Design Product Development and Delivery
Product Marketing Project/Program Management
Product Manufacturing Support Product Lifecycle Management
Product Lifecycle Management Product Research and Design
R&D Product Packaging
Software Testing Product Support
Hardware Testing Sales and Marketing/Business Development
Quality Assurance and Engineering Testing and Quality Assurance
Technical Documentation/Writing Transition
Technical Support
Figure 1: Occupational Mapping Summary
In each of the four sub-sectors, unique occupations were identified as listed earlier in the section.
In each of these occupations, based on the specificity of the skill requirements, skill-based
demarcations or tracks have been identified. These tracks define the specific skills that are required
to perform a job role within an occupation. In each of these occupations and tracks, Entry, Middle
and Leadership level roles have been identified. These job roles identify the unique positions that
exist in an organisation for fulfilling the functions defined under an occupation. These job roles
differ from each other with respect to the competencies, knowledge, skill, attitude and performance
criteria requirements for the fulfilment of a role.
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Based on our research, we have identified 13 unique occupations in the ITS sub-sector, which
are further segregated into 39 tracks with 17, 91 and 25 unique job roles at the Entry, Middle and
Leadership levels, respectively. Similarly, we have identified 10 unique occupations in the BPM
sub-sector, which are further segregated into 27 tracks with 16, 111 and 30 unique job roles at the
EXECUTIVE SUMMARY
Entry, Middle and Leadership levels, respectively. For the ER&D sub-sector, we have 13 unique
occupations, which are further segregated into 15 tracks with 16, 48 and 54 unique job roles at the
Entry, Middle and Leadership levels, respectively, while for SPD, we have 12 unique occupations,
further segregated into 23 tracks with 18, 63 and 21 unique job roles at the Entry, Middle and
Leadership levels, respectively.
IT Services (ITS) Business Process Management (BPM)
13 unique Occupations/Horizontals 10 unique Occupations/Horizontals
39 unique Tracks 27 unique Tracks
17 unique Job roles at the Entry Level 16 unique Job roles at the Entry Level
91 unique Job roles at the Middle Level 111 unique Job roles at the Middle Level
30 unique Job roles at the Leadership
25 unique Job roles at the Leadership Level
Level
13 unique Occupations/Horizontals 12 unique Occupations/Horizontals

15 unique Tracks 23 unique Tracks
16 unique Job roles at the Entry Level 18 unique Job roles at the Entry Level
48 unique Job roles at the Middle 63 unique Job roles at the Middle Level
Level 21 unique Job roles at the Leadership Level
54 unique Job roles at the Leadership
Level
Figure 2: Summary of Findings During Occupational Analysis

EXECUTIVE SUMMARY
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BACKGROUND
Sector Skill Councils
Occupational Standards
Occupational Mapping as Part of OS development
OS Development Framework
BACKGROUND
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Background
Sector Skill Councils BACKGROUND
The Sector Skill Councils (SSCs) have been established based on the mandate of the National
Skill Development Policy (2009). The aim of the SSCs is to complement the existing vocational
education system for the industry in meeting the entire value chains requirements. This includes
developing appropriately trained manpower in quantity and quality across all levels on a sustained
and evolving basis.
It is important to note that the SSCs in India have been envisaged taking into account the ground
realities in India as well as international best practices.
SSCs are national partnership organisations that bring together all the stakeholders Industry,
Labour, and the Academia - for the common purpose of workforce development of particular
industry sectors.
The SSC is envisaged to develop the skill ecosystem in the country, as shown in Figure 3.
Curriculum
development and
Creation of set-up of training Assessment and Absorption of
occupational infrastructure certification on trainees by
standards (MHRD/ State - NVEQF levels industry (SSCs)
(SSCs) accredited (SSCs)
by SSC)
Figure 3: Skill Ecosystem and Stakeholders
Each SSC will create a repository of Occupational Standards (OS) for its respective sectors, which
will be an input to develop the relevant content, training infrastructure and other related needs
for imparting the training. The SSCs are also responsible for the assessment and certification at
all the NVEQF levels as described in the next section. It is envisaged that the SSC for a particular
sector would be the supreme certification body for that sector. The SSC as an industry/sector body
can link the skilling ecosystem to the demands of the industry/sector, to ensure that the content,
assessment, certification and so on are relevant to the industry. With people trained under this
framework, it can be visualised that there would be industry absorption and retention.
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Occupational Standards
OS are the statements of the standards of performance individuals must achieve when carrying
out functions in the workplace, along with the specifications of the underpinning knowledge and
BACKGROUND understanding required. OS describe what an individual needs to do, know and understand to carry
out a particular job role or function. The OS serve a number of purposes as shown in Figure 4.
Once the OS are developed, it is easy to define a focused training and development ecosystem based
on it. The OS will be also helpful in defining a job description for a job role, providing measurable
performance outcomes for individual performance appraisals, devising appropriate recognition
programmes, defining competency frameworks and providing support for career planning and
progression.
OS
Key Outcomes, Performance Criteria, Underpinning Knowledge
Competency Framework Role Descriptions and

Requirements
Individual Performance and Focused Training and

Appraisal Development
Career Planning and Recognition and Qualification

Progression
Figure 4: Uses of Occupational Standards

Project Step Outcome
1. Occupational Analysis Identification of Unique job roles at the Entry ,Middle and Leadership Levels
2. Functional Analysis for identified Entry-level job roles Identification of tasks/OS titles for ~67 Entry Level job-roles
3. Development of Occupational Standards(OS) Development of Qualification Packs (QP) for ~ 67 Entry-level job roles
Process
Occupational Analysis of the four sub-sectors

Career Progression in the Other
IT-BPM Industry Industries QP for the identified 67 Entry-level job roles
Sub-sector Sub-sector Sub-sector Sub-sector 4 Qualifications Pack Code
1ITS 2 BPM 3 ER&D SPD SSC/Q 0101
O1*- On*- O1*- On - O1- On - O1- On - Retail Job Role IT Service Help Desk Attendent
Leadership Telecom Credits
Middle BFSI (NVEQF/NVQF/NSQF) 20 Version number 0.32
Management Industry IT-BPM Drafted on 15/11/12
Job Roles
Entry Level Sub-sector IT Services Last received on 06/12/12
1 2 Electronics
Occupation IT Support Next review date 31/01/14
Services
Functional Analysis for the identified 67 IT Service Help Desk Attendent
Entry-level job roles Job Role (Help Desk Executive, Service Desk Executive,
Alternate Technology Support, IT Support Executive)
Items Acceptable Example Role Description Attending and responding to incidents and escalating them to
Usage the appropriate individual/groups/ if required
Sector Industry IT-BPM NVEQF/NVQF level 5-7
Sub-sector Industry IT-BPM Minimum Educational Diploma in Computer Applications
Qualifications
Occupation NA IT Support Services Minimum Educational Graduate courses like BCA, BSc (Computer Science)
IT Service Help Desk Attendant - Qualifications
Function Job role Provides IT support to internal and Training (Suggested but Basic computer fundamentals training courses (6-12 months
external customers not mandatory preferred)
Receives the service request/ 0-1 year of work experience/internship in IT Service Help Desk
Sub- incident from the customer Experience
function(s) Customer feedback and helping Compulsory:
improvements at the service desk 1. SSC / O 0101 (Deals remotely with basic IT service
Deals remotely with basic IT service requests and incidents)
request and incidents 2. SSC / O 0102 (Receives customer feedback and drives
Receives customer feedback Occupational Stan- improvements at the service desk)
and drives improvements at the dards (OS) 3. SSC / O9001 (Maintains a safe, healthy and secure
Tasks/OS service desk environment)
Figure 5: Occupational Mapping as Part of OS Development Process

Maintains a safe, healthy and secure 4. SSC/ O 9002 (Works effectively with others)
working environment 5. SSC/ O 9003 Manages the work to meet requirements
Works effectively with others
Functional Analysis and OS are currently being developed. This is represented in Figure 5.
Optional: Not Applicable

Occupational Mapping as Part of OS Development
Manages the work to meet

requirements Performance Criteria As described in the relevant OS units
Occupational mapping is the first step towards the development of OS. It leads to the identification
of unique job roles that exist in the industry/sub-sector. In the context of the project, the
key outcome of this exercise is the identification of ~67 unique Entry-level job roles for which
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BACKGROUND
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BACKGROUND
Identify key trends

with respect to Identify key talent Sub-sectors
structure and trends in each of the and talent
evolution of the four sub-sectors commentary
industry or Sub-sector
Conduct secondary
and primary research Discuss with SMEs
Industry which is presented in Figure 6.
to understand the and identify and

types of job roles define unique
within the four occupations
sub-sectors Occupational Occupational
Approach and Methodology
Mapping Analysis
Identify roles at
various levels within Gather typical job
the identified descriptions for all
occupations roles
Define typical career
and typical career paths across all four sub-sectors

paths within the Identify possible Career Paths
occupation in movements to other
Industry verification and validation across all four sub-sectors
Figure 6: Occupational Analysis: Approach and Methodology

discussion with sub-sectors/industry
Industry inputs and collaboration in identifying occupations, job roles

Industry SMEs
A step-by-step approach was followed to undertake the Occupational Analysis for the IT-BPM
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OS Development Framework
The following framework1 has been used for OS development.

BACKGROUND
Research/
Analysis - Maintain
Occupational Currency of OS
Mapping
Promotion
and support
for OS
Functional Approval
Analysis of OS
Evaluation
of OS
Identification Development
of OS of OS
Figure 7: OS Development Framework
As indicated in the OS Development Framework in Figure 7, the outcome of Occupational Mapping

will feed into the next steps namely. Functional Analysis and OS Development.
1
Source: INSSO framework followed globally as a benchmark for OS development
BACKGROUND
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ABOUT THE
IT-BPM INDUSTRY
Structure of the IT-BPM Industry
Impact of the IT-BPM industry in India
Sub-sectors Within the IT-BPM Industry
IT- BPM INDUSTRY
ABOUT THE
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Structure of the IT-BPM Industry
The organisations within the IT-BPM Industry are categorised along the following parameters.
ABOUT THE
Sector the organisation is serving IT-BPM INDUSTRY
Type as well as the range of offering the organisation provides
Geographic spread of operations
Revenues and size of operations
A broad structure of the industry based on the parameters identified in the Indian context is
represented in Figure 82.
Multinational Companies (MNCs): MNC organisations have their headquarters outside India but
operate in multiple locations worldwide, including those in India. They cater to external clients
(both domestic and/or global).
Indian Service Providers (ISPs): ISPs are the organisations that have started with their operations
in India. Most of these organisations would have their headquarters in India while having offices
at many international locations
MNC
Multinational Corporations are firms with headquarters outside
India. These firms would have their branch offices and/or
subsidiaries in India that cater to global customers.
Examples: IBM, Accenture, HP, DELL, Microsoft, Genpact,

Convergys, Intel, Synapse and so on.
ISP
Indian Service Providers are firms with their
headquarters in India. These may cater to domestic or
international customer base.
Examples: TCS, Infosys, Wipro, HCl, Mahindra Satyam,
SASKEN, Tata Technologies, KPIT Cummins and so on.
GIC
Global In-house Centres include both MNC-owned units
that undertake work for the parents global operations and
the firm-owned units of domestic companies.
Examples: Barclays Technology Center India, EMC, Ford,
Boeing, Honeywell, UTC Aerospace and so on.
Figure 8: IT-BPM Industry Structure
While most have a client base, which is global as well as domestic, there are some that have
focused on serving only the Indian clients.
Global In-house Centres (GICs): GIC organisations cater to the needs of their parent company
only and do not serve external clients. This model allows the organisation the option to keep IT
Operations in-house and at the same time take advantage of expanding their global footprint and
offering opportunities for innovation in a cost-effective manner.
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Source: NASSCOM Research
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Impact of the IT-BPM Industry in India
The IT-BPM industry has been significant in fuelling Indias growth story. In addition to contributing
to the countrys gross domestic product (GDP) and exports, the industry has played a big role
ABOUT THE
IT- BPM INDUSTRY in influencing the socio-economic parameters across the country. The industry has helped in
providing employment and a good standard of living to millions. It has placed India on the world
map with an image of a technologically advanced and knowledge-based economy3.
The following illustration summarises the contribution and impact of the sector to the Indian
economy and employment.
.
IT-BPM industry
Improved access and delivery of services,

Socially bridging technological divide, e-governance
Responsible solutions, CSR activities
and Inclusive
Approx. 78 percent increase in patents filed

Creating over 2009-2012
Innovation Growing R&D spend
Platform
Approx. 50 percent of workforce from

non-Tier I cities
Empowering the
30-35 percent women employees
Diverse Human
Assets
Approx. 8 percent of Indias GDP

Approx. 23-25 percent of Indias exports
Contributing to Approx. 7 percent of Indias total FDI share
Indian Economy
Contributing to state GDP

Enhancing education system
Driving
Employment generation
Balanced
Infrastructure creation
Regional
Development
Presence in 75 countries, with 580 global

delivery centres
Approx. 1,00,000 foreign nationals employed
Putting India on
380 cross-border acquisitions during
the Global Map
FY2008-2012
Figure 9: Impact of IT-BPM Industry
Growth of the IT-BPM industry has provided India with a wide range of economic and social benefits,
which include creating employment, raising income levels, promoting exports and significantly
contributing to the GDP of the country. This sector attracts amongst the largest investments by
venture capitalists and has been credited with enabling the entrepreneurial ventures of many in
the country.
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The IT-ITES sector in India Strategic Review 2012 by NASSCOM
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Revenue Growth
The IT-BPM industry has almost doubled in terms of revenue and contribution to Indias GDP over
the last six years (2008-2013). This growth has been presented in the Figure 104.
ABOUT THE
IT-BPM INDUSTRY
Revenue Growth in Sub-sectors FY2008-2013

100.0
95.1
90.0
87.6
80.0
76.3
70.0
64.0
60.0
59.9
56.3
50.0 52.1 52.0
44.5
40.0
36.4
34.0
30.0
30.1
17.0 19.0 20.9
20.0
13.6 14.7 17.9
11.5 14.9 16.7
10.0 12.3 13.0
10.5
00
FY2008 FY2009 FY2010 FY2011 FY2012 FY2013
ITS BPM SPD and ER&D Total IT-BPM industry
Figure 10: Revenue Growth across the IT-BPM industry, 2008-2013
4
The IT-BPM sector in India Strategic Review 2013 by NASSCOM
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Contribution of Different Sub-sectors
The contribution of ITS sub-sector is close to 59 percent of the total revenue for the industry
followed by BPM at 22 percent. The contribution of the various sub-sectors has been presented in
ABOUT THE Figure 115.
IT- BPM INDUSTRY
Sub-sector contribution to IT-BPM Sub-sector contribution to IT-BPM

industry - Exports - 2013(E) industry - Domestic - 2013(E)
100% = USD 75.8 billion 100% = USD 19.32 billion
22% 20%
BPM ER&D and
SPD
19% 16%
ER&D and BPM
SPD
58% 64%
ITS ITS
Figure 11: Contribution of Sub-sectors to IT-BPM Industry
Direct Employment Generated

The IT-BPM industry has contributed significantly towards the direct employment generation for
the youth. The growth has been presented in Table 1.
Indirect Employment
While, the IT-BPM industry employs about 3 million people directly, it also provides indirect
employment opportunities to another 9 million in industries like construction, catering, security
services, retail and transport. The increased earnings and employment further drive the spending
in services like food, entertainment, telecommunication and healthcare apart from contributing
to tax coffers of the country.
5
31
The indirect-direct employment ratio multiplier has reduced from 3.6 in 2010 to 3.2 in 20126.
Table 1: Employment Generation in the IT-BPM Industry

ABOUT THE
IT-BPM INDUSTRY
Description FY2010 FY2012 FY2013
Direct Employment 2.3 2.8 3.0
Indirect Employment 8.2 8.9 9.0
Ratio (Indirect: Direct) 3.6 3.2 3
~3 million workforce contributing to industry growth

Y-O-Y
7%
2,776 2,964
601 640
879 917
1,296 1,407
FY2012 FY2012E
FY2013E
Direct ~3.0 mn Indirect ~9.5 mn
>100,000
~30-35% Foreign nationals
Women employees employed
IT service exports IT-BPM domestic
BPM exports
Figure 12: Employment Trends in the IT-BPM Industry
6
32
Sub-sectors within the IT-BPM Industry
The IT-BPM industry has four sub-sectors. The subsequent sections of the report describe
Occupational Analysis conducted separately for the BPM sub-sector.
ABOUT THE
IT- BPM INDUSTRY
IT Services (ITS)
Custom Application Development (CAD) (BPM)
Hardware Deployment and Support
Customer Interaction and Support (CIS)
Software Deployment and Support
Finance and Accounting (F&A)
IT Consulting
Human Resource Management (HRM)
System Integration
Knowledge Services
Information Systems (IS) Outsourcing
Procurement and Logistics
Software Testing
Network Consultation and Integration
Education and Training
IT-BPM
Industry
Embedded Services Offshore Poduct Development

Engineering Services Onshore Product Development
Figure 13: Sub-sectors within the IT-BPM Industry
Each of the four sub-sectors has been defined in detail subsequently. These terms/definitions
have been used in discussion with NASSCOM and have been found to be consistent with the
definitions used in the industry.
1. IT Services (ITS): ITS involves a range of engagement types that include consulting, systems
integration, IT outsourcing/managed services/hosting services, training and support/
maintenance.
a) Custom Application Development (CAD): CAD services focus on delivering customised
(as per the client requirements) development of software applications and interface as
well as enhancements to existing packaged applications or pre-engineered templates
and support and provision of custom applications.
b) Hardware Deployment and Support: The Hardware Deployment and Support services
pertain to the installation and support of a specific hardware device. The service is
focused on the device and its components rather than on software that is running on
the device. Installation activities can include hardware staging, configuration, testing
and debugging, deployment site preparation and physical installation of the device.
33
c) Software Deployment and Support: The Software Deployment and Support services
are activities, expertise and systems providing the customer with proper installation
and configuration of all packaged software products, custom applications as well as
appropriate ongoing support, access to resources and distribution of software product
ABOUT THE
releases, updates and upgrades. IT-BPM INDUSTRY
d) Information Systems (IS) Outsourcing: IS Outsourcing services involve a long-term,
contractual arrangement in which a service provider takes the ownership of and
responsibility for managing all or part of a clients information systems operations or
department, based on a service-level agreement. An IS Outsourcing contract usually
includes data centre operations and may also include services such as desktop
management, local and wide area network operations management, help desk support,
application development and maintenance, disaster recovery services and related
consulting and systems integration activities.
e) Infrastructure Management Services (IMS): IMS encompass all the services that relate
to monitoring, managing and enhancing performance of a clients IT infrastructure.
These include help desk services, server management, data centre management,
network management, asset management, desktop support, IT security services,
maintenance services and applications operations.
f) IT Consulting: IT Consulting includes IS Strategy, IT and network planning, architectural
assessments, IS operational analysis, system and network designs, product-specific
consulting, supplier assessment and maintenance planning.
2.
Business Process Management (BPM): BPM is the management of one or more business
processes by an external organisation that, in turn, owns and manages the selected
processes based on defined and measurable performance metrics. The evolution of this sub-
sector marks the shift in the delivery of business processes from high-cost destinations to
low-cost ones. This shift is enabled by advancements in information and communication
technologies.
BPM sub-sector includes the following types of organisations with different horizontal
offerings (those that can be leveraged across specific industries):
a) Business Process Management (BPM): Traditional BPM offerings can be categorised

into major categories and vertical-specific offerings (those that demand specific
Industry vertical process knowledge):
- Customer Interaction and Support (CIS): CIS includes all forms of IT-enabled
customer contact; inbound or outbound, voice or non-voice based support used to
provide customer services, sales and marketing, technical support and help desk
services.
- Finance and Accounting (F&A): F&A includes activities such as general accounting,
transaction management (account receivables and payables management),
corporate finance (for example, treasury and risk management and tax
management); compliance management and statutory reporting and so on.
- Human Resource Management (HRM): HRM services include payroll and benefits
administration, travel and expense processing, talent acquisition and talent
management services, employee and manager self-service delivery services,
employee communication design, and administration.
- Supply Chain Management (SCM): SCM services include the transfer of the
ownership of some or all procurement, sales and fulfilment processes or functions
to providers, such as an outsourcing agency. These could include administrative,
delivery or management-related processes or functions.
b) Knowledge Services: Knowledge Services include services such as business research,
market research, data management and analytics.
c) Legal Services: Legal Services include legal and intellectual property services.
34
3. Software Products (SPD): SPD are programmes or code sets of any type, commercially
available through sale, lease, rental or as a service. Packaged software revenues typically
include fees for initial and continued right-to-use packaged software licenses.
a) Offshore Product Development: This involves offshore development of the customers
ABOUT THE
IT- BPM INDUSTRY product, thereby taking up the responsibility of all aspects of the product lifecycle -
R&D, prototyping, development, testing, maintenance and support and development of
next generation of the products.
4. Engineering and R&D (ER&D): Engineering services are those that augment or manage
processes. These processes are associated with the creation of a product or service, as well
as those associated with maximising the life span and optimising the yield associated with a
product or asset. This not only includes design elements of the product or service itself, but
also encompasses the infrastructure, equipment and processes engaged in manufacturing/
delivering them.
a) Research and Development (R&D) Services: R&D services involve providing research
and development for hardware and software technologies, as well as development of
software running on embedded systems.
Chapter
OVERVIEW OF THE
BPM SUB-SECTOR
Introduction to the BPM Sub-sector
Evolution of the BPM Sub-sector
Profile of the BPM Sub-sector
Key Trends in the BPM Sub-sector
OVERVIEW
OVERVIEW OF THE
BPM SUB-SECTOR
36
37
Introduction to the BPM Sub-sector
Indian Business Process Management (BPM) sub-sector of the Indian IT-BPM industry has crossed
significant growth milestones i.e., revenue generation of USD 19 billion, and providing direct OVERVIEW OF THE
employment to 1 million people1. BPM SUB-SECTOR
The Indian BPM sub-sector has not only fuelled economic growth, but also helped transform the
image of India from a rural agrarian economy to a dynamic knowledge-based economy. The BPM
sub-sector has contributed immensely to build Indias position as a global player in providing world
class technology solutions and business services.
This faith in the Indian BPM sub-sector was reaffirmed through testing times at the end of the last
decade, when despite global uncertainties and economic gridlock, the demand for global outsourcing
for BPM in India remained strong. The positioning of BPM, established as different from business
process outsourcing, has created a broad client impact. There is a transition from merely being a
cost-saving option to being a service delivery leader that enhances competitiveness, drives business
productivity, and impacts outcomes.
Thus, the industry is moving away from positioning itself only as cost and labour arbitrage for its
customers to providing transformational services and strategic value creation. As a result, it is
creating on-demand future-ready solutions by deep-diving to create vertical-specific offerings and
capabilities, and also focusing on standardising customer delivery excellence.
NASSCOM estimates that the BPM sub-sector, which is potentially pegged as a USD 65 billion industry
by 2020, will contribute up to 9 percent of Indias GDP, and 30 million employment opportunities
(direct and indirect)2.
The number of people directly

> 9,17,000 employed in BPM Exports in
FY2013 (E)
Expected revenues from USD> 17.8

BPM sub-sector in FY2013 Billion
Number of organisations in
500+
the BPM sub-sector
Expected revenues from USD 3..08

domestic BPM in FY2013 Billion
Year on year increase in BPM

12.2% sub-sector from FY2012 to FY2013
BPMs share of the Indian 24

IT-BPM exports percent
4.9 Growth rate of global BPM

percent market in FY2012
Expected growth rate of the 5.2

global BPM market in FY2013 percent
Figure 1: BPM Sub-sector Overview

1
2
Perspective 2020: Transform Business, Transform India; NASSCOM Report, 2009
38
Evolution of the BPM Sub-sector
The evolution of the BPM sub-sector in India3 has been captured in the figure below, and
explained in detail subsequently.
OVERVIEW OF THE
BPM SUB-SECTOR 1990s
Phase
Lift and shift focus Pioneering
Transfer of non-core activities
I Cost savings
Early 2000s
Transactional processes
Phase
Metric driven Offshoring
II

FTE-based deals
Economies of scale
Late 2000s
Knowledge and legal services
Phase
Process efficiency Process Excellence
III

Lean/Six Sigma driven process
Service delivery excellence
Current Decade
Process standardisation

Phase Descriptive and predictive analytics Deep-dive Analytics
Business outcome focused
IV

Global delivery centres
Innovation and flexibility
Figure 2: Evolution of the BPM Sub-sector
The story of the BPM sub-sector in India started in the early 1990s with Amex and GE, who pioneered
the trend of outsourcing to India by setting up facilities in Gurgaon. Others, like British Airways,
soon followed suit, and set up back offices in India in the mid-1990s. Since then, several other
organisations, including banks, insurance companies, airlines, and manufacturing companies, have
set up back office service centres in India.
This first phase of growth was focused on driving cost-efficiencies, and organisations outsourced
what they saw as non-core operations - most often HR, finance and accounting, and other financial
services specific processes - to derive value from cost savings following an offshore model of delivery.
This wave was followed by a second phase in the early 2000s, when the lift and shift model took
hold, and labour and cost arbitrage firmly established itself as a value proposition. MNCs that dealt
with higher-end work in finance and accounting, supply chain management, insurance support, all
kinds of IT and software services, and medical support services started opening business support
centres in India. The third phase of growth witnessed an emphasis on process efficiency and delivery
excellence across the broad set of processes and activities that clients increasingly outsourced to
the sector. This was done with an extensive focus on process excellence methodologies of lean
manufacturing, Six Sigma/green belt projects, ISO, COPC and so on, so as to standardise and
homogenise large-scale process operations across clients.
3
Accenture Research
39
Realising the magnitude of this opportunity and witnessing the synchronous activities with IT
service companies, many software services players also entered this sector to get a share of the
pie by leveraging on their IT infrastructure and management expertise. The period also saw market
consolidation with the smaller players that either underwent mergers with each other, or got acquired
OVERVIEW OF THE
by large companies to maximise economies of scale. BPM SUB-SECTOR
The fourth phase, which is the current generation of BPM transformation, has emerged out of
effective use of analytics paired with deep industry expertise that the BPM sub-sector gathered
over the years during long-term client engagements. Using descriptive and predictive analytics,
insights have created unexpected value outcomes for C-suite executives, right from enhanced
competitiveness to top line growth so as to strategise better, and in turn create value for their
own stakeholders.
This standardisation of processes across the sector led to the establishment of global delivery
centres centres of excellence delivering value outcomes to the client from multiple locations across
the world, and then localising the content to multiple languages.
As BPM players focus on competencies and structures for each vertical, many niche players
specialising in these industry verticals or specific business processes are emerging to capture the
potential in this untapped market.
In the future, more complex work will be outsourced to this sub-sector, such as Knowledge Services,
and this in turn will lead to increased specialised talent hiring across professions as diverse as
doctors, lawyers, engineers, and actuaries, among others.
Clients are looking to BPM organisations as

extension of their own organisations
D Swaminathan, Ex- MD and CEO, Infosys BPO
40
Profile of the BPM Sub-sector
The growth of the BPM sub-sector in India is driven by accelerated and widespread customer
OVERVIEW OF THE adoption, and rapidly evolving service delivery excellence. Today, India proudly stands as the
BPM SUB-SECTOR leader in global outsourcing landscape with over 500 organisations as a part of this growth
opportunity. This growth is reflected in its ever widening service portfolio, greater market
penetration, and development of world-class delivery capabilities across the industry.
Vertical Profile: 14 percent of BPM export revenues is now driven by vertical-specific BPM
services. Banking, Financial Services and Insurance (BFSI), Telecom and Manufacturing continue
to be the biggest verticals. While the traditional verticals like BFSI and Telecom continue to
dominate the landscape, with BFSI and Manufacturing alone contributing to over 50 percent of
total Indian BPM exports, Retail, Healthcare, Pharmaceuticals, and Utilities are also growing
at a much faster rate than the industry average.
Horizontal Profile: With the maturing of the sub-sector, most of the initial services like
customer interaction (14 percent), Finance and Accounting (22 percent), and Knowledge
Services (18 percent) continue to be the largest segments in BPM, and together account for
more than 70 percent of the market revenues. The contribution of key horizontals across the
BPM sub-sector has been highlighted below. HR and supply chain management are amongst
the most promising and upcoming verticals in the BPM industry.
Many traditional occupations such as customer

care will be phased out as process maturity is enabling automation and IVRs
Kannan Sundaresan, CEO, Accenture BPO
10% 17%
7% 6% 6% 7% 6% 11%
4% 4%
Customer Care HR HRO F&A Procurement
Growth areas remained more profund in procurement and F&A where there has been a strong platform play
Figure 3: Global BPM Market Growth
Emerging Horizontals: As a result of verticalisation, the contribution of CRM to the BPM sub-
sector continues to decline, and the growth rate declined from 7 percent in FY2011 to 6 percent
in 2012. With the focus on higher-end services increasing, F&A and Knowledge Services
continue to be on the rise. The share of Procurement as an industry offering has also risen
with a growth rate of 11 percent in 20124.
Customer Profile: US was the first country to outsource to India, but over the years, customers
have been added from across UK, Continental Europe, and Asia-Pacific. US and UK together
accounted for over 80 percent of BPM exports in FY2012. Given the English speaking capability
of the Indian population, diversity in terms of geographies has been a key focus area for ISPs.
The year was characterised by healthy growth in Europe (including UK) and APAC. US, the
biggest market for BPM exports, also continued its growth momentum, albeit at a slower pace.
As the European market is becoming more amenable to offshoring, growth in this region is
expected to firm up further.
4
The ITBPM Sector in India, Strategic Review 2013, NASSCOM
Industry Media and Travel and Healthcare/ Construction &
BFSI Government Entertainment Telecom Retail Energy Heavy Engg.
Verticals Hospitality Pharma
(C&HE)
Emerging
Analytics
Verticals
Customer Relationship Management
The table does not depict any hierarchy

Editorial and Desktop Publishing
Finance and Accounting
Emerging
Health Services Occupations
Human Resource Outsourcing
Knowledge Services - Research

Learning
Legal Services
Supply Chain Management

Verticals and Occupations in the BPM sub-sector
41
BPM SUB-SECTOR
OVERVIEW OF THE
42
Key Trends in the BPM Sub-sector
The key trends observed in the BPM sub-sector are summarised in the figure below, and then
explained in detail within the section.
OVERVIEW OF THE
BPM SUB-SECTOR
Trend Description
Developing industry -
Verticalization
specific solutions
Long-term client relationships

Emergence of big data and strong data management and
analytics capabilities
Movement to Tier II cities to

Continued locational advantage
maintain cost advantage
Building capabilities in core

Emergence of Knowledge Services verticals by adding high-end services
specialisation such as analytics and primary and
secondary research
Organisations look to engage with

Increasing use of social media their customers through platforms
and Internet in CRM like Facebook, Twitter and in-grown
social media sites
Figure 4: Trends in the BPM Sub-sector

Verticalisation: With the maturity of the BPM sub-sector, the focus of organisations has now
shifted to verticalised offerings with end-to-end solutions across standardised platforms in major
industries. As a result of this, there is a lot of mergers and acquisition (M&A) activity in the industry,
where organisations are aiming to acquire these verticalised skills and integrate them into their own
offerings. This way, they aim to offer on-demand customisable solutions to their customers.
Emergence of big data5 : The emergence of big data is characterised by technological advancements,
large number of M&A, and firms venturing into integrated solutions, including IT and analytics.
Therefore, value-creating business-driven offerings is seen as a major emerging trend in the BPM
sub-sector. Armed with long-term client relationships and transactional data warehouses coupled
with talent expertise, these service providers are embarking on creating sustainable value addition
for their clients. Indias big data outsourcing opportunity has grown by ~110-115 percent in 2012 to
USD 200-205 million. Big data/analytics presents a USD 25 billion opportunity by 2015, a CAGR of
45 percent6.
Continued locational advantage: India leads the way as the most lucrative location for the global IT
industry, performing well on various parameters like financial attractiveness, skill availability, and
business environment. 7 While traditionally, 70 percent of the industry is located in Tier I cities, focus
on controlling costs has created a gradual move of centres to Tier II cities as well, thus widening the
talent pool and spread.
5
BPO Strategy Summit, 2012; Delhi
6
The IT BPM Sector in India Strategic Review 2013, NASSCOM
7
A. T. Kearney Global Services Location IndexTM, 2011
43
Emergence of Knowledge Services specialisation: Knowledge Services is seen as the next big thing
in the BPM sub-sector, based on its revenue contribution to the sub-sector. It is the fastest growing
domain area, and accounts for about 18 percent share of BPM exports, which is close to USD 3.2
billion. As worldwide markets become more knowledge-intensive, India is becoming a preferred OVERVIEW OF THE
destination to outsource these core elements, based on its abundance of talent pool. Legal Services, BPM SUB-SECTOR
data analytics, and risk management are some of the fastest growing Knowledge Service segments.
There is also a growing recognition of Indian service providers (ISPs) being able to provide such
services, and add value to the client.
Increasing use of social media and Internet for customer relationship management (CRM): With
the emergence of new technology platforms, unified communications systems, collaboration,
and social networking, multiple channels of integrated communications are now emerging in the
industry. Rules of communicating with the customers are changing, especially with the emergence
of channels like e-mail, Web chats, and social media sites. Engaging customers through assisted
service or Web-based conversation platforms is one of the major opportunity areas for Web-based
customer engagement and retention. Social media interactions are gaining importance as many
organisations look to engage with their customers through platforms like Facebook, Twitter and
in-grown social media sites.
We are setting up centres not only in Tier II and III cities,
but also in rural areas
Ayaskant Sarangi, HR Head, Wipro BPO
Occupations like KPO and Analytics will drive future growth.

All occupations that involve analysis and presentation will remain in India
Monica Trehan, AVP, GENPACT
OVERVIEW OF THE
BPM SUB-SECTOR
44
Chapter
TALENT IN THE
BPM SUB-SECTOR
Emerging Talent Trends
Qualifications, Knowledge and Understanding
Skills
Learning Opportunities
TALENT
BPM SUB-SECTOR
TALENT IN THE
46
47
Emerging Talent Trends
The key trends in BPM talent are:
TALENT IN THE
BPM SUB-SECTOR
Emergence of distributed hiring
No bench strength - 100% FTE utilisation
Non-synchronous business and placement cycles
Domain-specific hiring
Domain and industry certifications
Symbiotic partnerships with academic institutions
Figure 5: Emerging Talent Trends within the BPM Sub-sector
Emergence of distributed hiring: This means that hiring is happening across the spectrum as many
companies have started realising that some of the work they have been doing can be moved to lower-
cost locations. An advantage of a strategy that leverages Tier II, Tier III cities is that these cities,
though low in infrastructure, are significant contributors to the talent pool. This means that there is
a lot of employable entry-level talent geographically distributed throughout the country, although it
is little difficult to access in terms of socio-economic and technological infrastructure. And by virtue
of that, high-end processes are being concentrated in the metro cities, while the mature processes
are moving to Tier II cities. It is estimated that in the coming few years, Tier II/III cities in India will
have to meet approximately 50 percent of the additional talent requirements in quality.
No bench strength 100% FTE utilisation: Many of the industry players are now moving towards
a 100% FTE utilisation, which means that they effectively have no bench. With the increasing
competitiveness of the industry as well as narrowing margins, this trend is expected to continue
towards building a leaner organisation. The large players hire the bulk of talent involving graduates
straight out of colleges. While compensation package plays a part of it, the brand pull significantly
influences the decision to join an organisation. Most of the lateral hiring happens from within the
industry, although domain specialists like lawyers, doctors, actuaries, media managers, chartered
accountants, and many other professionals may be hired from other industries as well.
Non-synchronous business and placement cycles: Domestic hiring is the norm in the industry, with
hiring for on-site forming a smaller proportion. The supply often falls short of the annual hiring
demand. This is also because of the fact that for most of the larger organisations, the business hiring
cycles and college placement cycles do not coincide.
Increased talent pool: The talent pool from which the industry used to hire has increased significantly.
Two factors are driving this trend:
(i) Domain-specific hiring: A key industry requirement that has emerged is the need to provide
industry specific solutions required by the clients. As organisations gear up to meet the needs
of clients across a variety of domains and the importance of industry and specialisation
address these concerns, it is important to have more domain experts. As a result, there is
an increased spurt of hiring subject matter experts (SMEs) across domains such as lawyers,
doctors, actuaries, media managers, chartered accountants, and many other professionals.
(ii) Process maturity: The process maturity and trainings enabled by technology have reduced
the need to have human interventions and judgment, and hence, undergraduates and
high school pass-outs can also serve customers, aided by manuals and scripts. Figure 6
summarises the point.
48
Domain and industry certifications: The changing business landscape, growth of the BPM sub-
sector, as well as industry focus on global service delivery and process excellence have put pressure on
organisations to scale up their training and development initiatives. Organisations are now providing
their employees with a host of industry- and domain-specific certifications across industries and
TALENT IN THE functionalities in an effort to meet the global demand for specialised talent.
BPM SUB-SECTOR
Symbiotic partnerships with academic institutions: Sensing the need to increase ready to deploy
talent, organisations are now increasingly partnering with academia to collaboratively devise a way
to increase the pool in the market. Collaborations with educational and training institutes are being
undertaken by organisations individually as well as through Industry bodies.
Past and Current Hiring Enablers Future Hiring
Doctors/Legal
Professionals
Post graduates
Post graduates High-end
Increased pool of Hiring

Services
Graduates
Graduates
Engineers
Engineers Process Maturity
Under
graduates
High School
Figure 6: Talent Pool Within the BPM Sub-sector

49
Qualifications, Knowledge and Understanding
The forces of change sweeping through the BPM sub-sector have also changed the talent dynamics
of the industry. With focus on standardisation and customer delivery excellence, organisations
are now focusing on building the deep domain skills of their people to be scaled up to match the TALENT IN THE
BPM SUB-SECTOR
increasing demand, so that employees not only need to have the right technical competence, but
also a penchant for being ahead of the curve. Towards this end, organisations are now empowering
their people with skills across fast growing industry verticals and specific domains.
The BPM sub-sector is no longer seen as a stop-gap arrangement. People now find this sub-sector
as a serious career option where they want to stay, given the right kind of growth opportunities and
rewards. Generally, BPM companies hire fresh graduates from different streams. Hence, one can work
in a BPM company with a graduation degree in any stream. However, openings in the occupations
like Human Resource Outsourcing, Technical Support, Knowledge Services - Research, and Finance
and Accounting (F&A) would require professional qualifications such as MBA, MCA, CA, Law, BE or
BTech and so on.
There are several courses offered these days for building skills required for the BPM sub-sector.
Diploma in Finance and Accounting
Diploma in BPM Management
Certificate Course on BPM Management
BPM Training Certificate Course
MBA in BPM Management
PGP (BPM Operations Management)
The industry is now hiring not only graduates and engineers but also lawyers, doctors, actuaries,
media managers, chartered accountants, and professionals with different kinds of specialisations.
However, at an entry level, a graduate degree in any subject is most often sufficient. Professionals
like doctors, chartered accountants, and lawyers are hired for functional and domain expertise.
Apart from academic qualifications, one has to be proficient in English language (both written and
oral skills), and should possess other skills like customer handling, call handling, and negotiation and
persuasion skills. Often, BPM organisations also provide in-house training to their newly recruited
staff to hone their soft skills, and to increase their computer proficiency.
We are facing gaps in Technical skills. People with formal educational

qualifications do not possess the required knowledge and hence, we encourage certifications
Raghavendra, HR Head, Infosys BPO
50
Skills
With growing process maturity and an increased foray into specialisation of service offerings,
people with domain knowledge, in addition to design and engineering knowledge, will certainly
TALENT IN THE see a fast growth.
BPM SUB-SECTOR
All organisations have their own hiring processes; most of the organisations will test candidates
for the following skills: aptitude, language, computer knowledge, and basic domain knowledge.
These tests can either be written or online. These tests are followed by face-to-face interviews. The
interviewer assesses the attitude, communication skills, and interpersonal skills.
Most players in the BPM sub-sector administer an aptitude test as part of their selection process.
These aptitude tests comprise multiple-choice questions on analytical reasoning, numerical
reasoning, basic grammar, and computer proficiency. There are also verbal tests wherein the
candidate is assessed for language proficiency, rate of speech, clarity of speech, listening, and
comprehension skills.
For Transactions or Knowledge Services profiles and related jobs, the selection process may be
slightly different, and can cover a written functional test, panel interviews for assessing domain
expertise, and an HR interview.
Thus, to work in a BPM organisation, you need to have generic and functional skills.
Key Generic Skills:
Proficiency in English or other foreign languages

Good communication skills written and oral
Analytical skills
Problem solving
Managerial and operational skills
Basic computer skills with knowledge of MS Office and Web
Key Functional Skills: Domain-specific knowledge like banking, insurance, law, retail media,
energy, and so on is required to cater to industry-specific requirements. Jobs that require value-
added functions catering to specialised roles would require an MBA, an MCA, a CA or CFA, an LLB,
a research degree holder, and so on.
We need people who can interact with clients as their peers.

Managers in BPM need to be as good as client team managers.
Communication skills become the challenge
Kannan Sundaresan, Lead, BPO Operations, Accenture BPO
51
Learning Opportunities
Increasing sector focus is leading to many IT services organisations up-skilling their employees
with domain-specific knowledge. This means that organisations are now providing employees with
trainings in areas like life sciences, retail, banking, insurance, and so on to enable them to have an in- TALENT IN THE
BPM SUB-SECTOR
depth knowledge of the vertical they are working with. They help their employees to get certified in
specific domain areas, or to scale up their managerial skills through part-time management courses
or diplomas.
Similarly, many organisations now have tie-ups with training institutes or external vendors to provide
training to employees for specific technical or domain skills. This not only provides for up-skilling
of employees to meet business needs across domains and verticals, but also helps to position the
organisation as a preferred employer.
Most entry-level employees join the BPM sub-sector armed with basic college degrees. As their
careers progress, they need to get domain-based certifications and specialisations. Many BPM
organisations, therefore, offer their employees professional courses from globally recognised,
premier educational institutions.
Courses offered can be broken down into the following three streams:
Continuing education: Executive MBA programme from reputed management colleges or foreign
language programme
Professional courses: Certifications in Six Sigma or project management
Domain-specific courses: C++, Java, UNIX, or CCNA certifications
One of the key objectives of the IT-ITeS SSC NASSCOM is to develop avenues for learning and skill
development in the IT-BPM Industry. In pursuit of this, the SSC is planning to set up accreditation
process for training providers and tailor courses on Occupational Standards that are currently being
developed for the industry.
Certified training courses based on Occupational Standards will ensure standardised formal and non-
formal learning opportunities that are accepted and endorsed by the industry.
BPM SUB-SECTOR
TALENT IN THE
52
Chapter
ENTRY-LEVEL
JOB ROLES - BPM
Entry-level Job Roles
Entry-level Job Roles in the BPM Sub-sector
BPM Sub-sector: Occupations, Tracks, Verticals and
ENTRY
JOB ROLES - BPM
ENTRY-LEVEL
54
55
Across the ITBPM industry, there are three levels of management:
Entry Level ENTRY-LEVEL

JOB ROLES - BPM
Middle Level
Leadership Level
An entry-level job role is the first step to a career in the ITBPM industry. It is the first level of
employment in an organisation, and typically employs candidates with about 0-2 years of
experience. The purpose of an entry-level job role is to give the candidate an understanding of the
occupation, an opportunity to learn and enhance his experience, and to serve as a stepping stone
to middle-level management.
With an increasing wave of domain and vertical specialisation across the ITBPM industry, many
people are now focusing on acquiring experience through entry-level job roles in the industry. Some
of the functions of an entry-level job role are shown in Figure 7.
Entry -
level
Functions
Manage self-
development
Enable middle
management to
plan and strategize
medium and long
term strategies
Implement
short-term
plans and
organisational
goals Communicate
ground-level
realities to middle
management to
relay to
Ensure the leadership
smooth running
of day-to-day
operations
Figure 7: Functions of the Entry-level Job Roles

56
Entry-level Job Roles in the BPM Sub-sector
Entry-level job roles in the BPM sub-sector exist across almost all occupations. For most of these
ENTRY-LEVEL job roles, the basic qualification remains graduates in any field science, commerce or arts. These
JOB ROLES - BPM graduates can be seen employed in almost all job roles, including Associate - Customer Care (Non-
voice), Associate - CRM, Associate - Learning, Associate - DTP, Associate - HRO, and so on.
The following table gives a list of different entry-level job roles that exist across each occupation
in the BPM sub-sector.
Occupation Entry-level unique job roles
Analytics Associate - Analytics

Customer Associate - Customer Care (Non-voice)

Relationship Associate - CRM
Management
Editorial and Desktop Associate - Editorial

Publishing Associate - DTP
Finance and Associate - Transactional F&A

Accounting Associate - F&A Complex
Associate - Clinical Data Management

Health Services
Associate - Medical Transcription
Human Resource Associate - Recruitment

Outsourcing Associate - HRO
Knowledge
Services- Research Analyst - Research
Learning Associate - Learning
Document Coder/Processor
Legal Services
Legal Associate
Supply Chain Associate - SCM

Management

57
BPM Sub-sector - Occupations, Tracks, Verticals and
The IT-BPM industry in India is one of the ever expanding industries in the country, and offers myriad ENTRY-LEVEL
opportunities to fresh graduates for employment. According to NASSCOM estimates, the industry is JOB ROLES - BPM
estimated to aggregate revenues of USD 108 billion in FY2013. During this period, direct employment
is expected to reach nearly three million, an addition of 188,300 employees, while indirect job creation
is estimated at 9.5 million. About 95 percent of this hiring is of fresh graduates.
The BPM sub-sector offers a variety of opportunities across occupations like Finance and Accounting,
Customer Relationship Management, Supply Chain Management, Human Resource Outsourcing,
Editorial and Desktop Publishing, among others, to fresh graduates entering the industry. Based on
their skills and choice, they can decide which option they want to explore.
In total, there are about 16 unique job roles at the entry level across different occupations, tracks,
and verticals in the BPM sub-sector.
The subsequent table shows how each of these job roles is mapped to different tracks and
occupations in this sub-sector
Key Definitions
Occupation is a set of job roles, which perform
similar/related set of functions in an industry.
Tracks are a sub-set of occupations having
similar set of functions under the larger gamut
of the occupation they belong to.
Unique Job Roles defines a set of functions
that together form a unique employment
opportunity in an organisation.
Entry Level: 0-2 years
Middle Level: 2-10 years
Leadership Level: >10 years
58
ENTRY-LEVEL
JOB ROLES - BPM
Media and Travel and Healthcare/ Construction &

BFSI Government Telecom Retail Energy Heavy Engg.
Entertainment Hospitality Pharma (C&HE) Emerging
Occupations Tracks Entry-level Job Roles Verticals
MIS - Reporting
Analytics Associate - Analytics
Modelling and Analytics
Customer Care (Non-voice) Associate - Customer Care (Non-voice)
Customer Care (Voice)
Customer Realationship Sales/Telesales
Management Associate - CRM
Technical Support/IT Help Desk

Collections (Business to Customer)
Editorial Associate - Editorial
tracks, and also into other occupations.

Desktop Publishing (DTP) and Design Associate - DTP
Transaction Processing
(includes B2B collections) Associate - Transactional F&A
Credit Analysis
Finance and Accounting Audit and Accounting Associate - F&A Complex
Reporting
Financial Planning and Analysis
(includes Budgeting and Forecasting)
Emerging Clinical Data Management Associate - Clinical Data Management
Occupations Health Services
Medical Transcription Associate - Medical Transcription
Recruitment Associate - Recruitment
Human Resource Outsourcing Learning and Development
Compensation and Benefits Management Associate - HRO
Employee Relations
Knowledge Services - Secondary Research and Market Research
Analyst - Research
Research Investment Banking (IB) Research
Content Management Associate - Learning
Learning Instructional Design
Document Coder/Processor
Legal Services Legal Services
Legal Associate
Procurement Operations
BPM Sub-sector - Occupations, Tracks and Verticals
Supply Chain Management (including Strategic Sourcing)

Sales and Fulfilment Associate - SCM
(including Inventory Management)
For most entry-level job roles, there is a possibility of a vertical or horizontal movement in their
Chapter
MIDDLE-LEVEL
JOB ROLES - BPM
Middle-level Job Roles
Middle-level Job Roles in the BPM Sub-sector
MIDDLE
JOB ROLES - BPM
MIDDLE-LEVEL
60
61
Across the IT-BPM industry, there are three levels of management:
Entry Level MIDDLE-LEVEL

JOB ROLES - BPM
Middle Level
Leadership Level
A middle-level job role is the first step to a management career in the ITBPM industry. It ranges
from first level supervisors to managers who manage supervisors, and sometimes even managers
of managers. They are responsible for carrying out and implementing the goals set out by the
top management. Often they assist and motivate the entry-level employees to achieve business
objectives. Their role also includes acting as a liaison between the top level and entry level by offering
suggestions and feedback to both the groups.
Middle -
level
Functions
Recruiting
Employees
Devise plans
and policies for
everyday
management
Lead, manage
and motivate
entry-level
employees
Act as liasion
between top level
and entry level
Prepare
organisational
set-up
Figure 8: Functions of the Middle-level Management

2662
62
Middle-level Job Roles in the BPM Sub-sector
Middle-level job roles in the BPM sub-sector include technical and specialist roles like process
experts/specialists, first-level supervisors such as team leaders, and also employees in the
MIDDLE-LEVEL
JOB ROLES - BPM managerial domain with specific occupational specialisations.
The following table lists the unique middle-level job roles in the BPM sub-sector.
Occupation Middle-level unique job roles
Manager - MIS - Reporting

Manager - Modelling and Analysis
Process Lead/Senior Specialist
- Modelling and Analysis
Team Leader - MIS - Reporting
Analytics Team Leader - Modelling and Analysis
Process Expert/Specialist
Senior Associate - MIS - Reporting

Senior Associate
Manager - Customer Care (Non-voice)

Manager - Customer Care (Voice)
Manager - Sales/Telesales
Manager - Technical Support/IT
Help Desk
Manager - Collections
(Business to Customer)
- Customer Care (Non-voice)
- Customer Care (Voice)
- Sales/Telesales
- Technical Support/IT Help Desk
- Customer Care (Non-Voice)
Customer - Customer Care (Voice)
Relationship Process Expert/Specialist
Management - Sales/Telesales
Team Leader
Team Leader
Team Leader
- Sales/Telesales
Team Leader
Team Leader
- Collections (Business to Customer)
Senior Associate
Senior Associate
Senior Associate
- Sales/Telesales
Senior Associate
Senior Associate
- Collections (Business to Customer)
63
Middle-level Job Roles in the BPM Sub-sector (Contd)
Occupation Middle-level unique job roles MIDDLE-LEVEL

JOB ROLES - BPM
Manager - Transaction Processing

Manager - Credit Analysis
Manager - Audit and Accounting
Manager - Reporting
Manager - Financial Planning and Analysis
- Transaction Processing
- Credit Analysis
- Audit and Accounting
- Reporting
- Financial Planning and Analysis
Team Leader - Transaction Processing
Team Leader - Credit Analysis
Team Leader - Audit and Accounting
Finance and Team Leader - Reporting
Accounting Team Leader
- Credit Analysis
- Audit and Accounting
Process Expert/Specialist - Reporting
Senior Associate
Senior Associate - Credit Analysis
Senior Associate - Audit and Accounting
Senior Associate - Reporting
Senior Associate
Manager - DTP
Manager - Editorial
Editorial and Team Leader - DTP
Desktop Publishing Team Leader - Editorial
Senior Associate - DTP
Senior Associate - Editorial
Manager - Clinical Data Management

Manager - Medical Transcription
Team Leader - Clinical Data Management
Health Services Team Leader - Medical Transcription
Senior Associate
- Clinical Data Management
Senior Associate - Medical Transcription
64
Middle-level Job Roles in BPM Sub-sector (Contd)
MIDDLE-LEVEL Occupation Middle-level unique job roles
JOB ROLES - BPM
Manager - Recruitment
Manager - L&D
Manager - C&B
Manager - ER
Team Leader - Recruitment
Human Resource Team Leader - L&D
Outsourcing Team Leader - C&B
Team Leader - ER
Senior Associate - Recruitment
Senior Associate - L&D
Senior Associate - C&B
Senior Associate - ER
Specialists/Project Manager - Research

Specialists/Project Manager - IB Research
Knowledge Associate Project Manager - Research
Services- Research Associate Project Manager - IB Research
Senior Analyst - Research
Senior Analyst - IB Research
Manager - Content Management

Manager - Instructional Design
Learning Team Leader - Content Management
Team Leader - Instructional Design
Senior Associate - Content Management
Senior Associate - Instructional Design
Manager - Legal Services

- Legal Services
Legal Services Team Leader - Legal Services
Process Expert/Specialist - Legal Services
Senior Legal Associate
Manager - Procurement Operations

Manager - S&F
- Procurement Operations
Process Lead/Senior Specialist - S&F
Team Leader - Procurement Operations
Supply Chain Team Leader - S&F
Management Process Expert/Specialist
Process Expert/Specialist - S&F
Senior Associate
Senior Associate - S&F

65
The IT-BPM industry in India offers unparalleled employment opportunities across the entire MIDDLE-LEVEL
spectrum of its service offerings. Middle-level management has the maximum number of job roles JOB ROLES - BPM
as it encompasses people with 2-10 years of work experience. In smaller organisations, there may be
only one layer of middle-level management, but in larger enterprises, there may be multiple layers
of middle-level management. This includes first-level supervisors, managers of supervisors, and
managers of managers as well.
In total, there are about 111 unique job roles at the middle level across different occupations, tracks,
and verticals in the BPM sub-sector.
occupations in this sub-sector.
Key Definitions
66
MIDDLE-LEVEL
JOB ROLES - BPM
BFSI Media and Travel and Healthcare/ Energy Construction & Heavy
Government Telecom Retail
Entertainment Hospitality Pharma Engg.(C&HE) Emerging Verticals
Occupations Tracks Middle Level Job Roles

MIS - Reporting Manager - MIS - Reporting Team Leader - MIS - Reporting Sr Associate - MIS - Reporting
Analytics Manager - Modeling Process Lead/Sr Specialist - Team Leader- Modeling Process Expert /Specialist- Sr Associate - Modelling
Modeling and Analysis
and Analysis Modeling & Analysis and Analysis Modeling and Analysis and Analysis
Manager - Customer Process Lead/Sr Specialist - Team Leader - Customer Process Expert/Specialist - Sr Associate - Customer Care (Non-Voice)
Customer Care (Non-voice) Care (Non-voice) Customer Care (Non-Voice) Care (Non-voice) Customer Care (Non-voice)
Manager-Customer Process Lead/Sr Specialist- Team Leader - Customer Process Expert/Specialist - Sr Associate - Customer Care (Voice)
Customer Care (Voice) Care (Voice) Customer Care (Voice)
Customer Care (Voice) Customer Care (Voice)
Realationship Manager- Process Lead/Sr Specialist- Team Leader - Sales/ Process Expert/Specialist -
Management Sales/Telesales Sr Associate - Sales/Telesales
Sales/Telesales Sales/Telesales Telesales Sales/Telesales

Technical Support/IT Help Manager-Technical Process Lead/Sr Specialist- Team Leader - Technical Process Expert/Specialist - Sr Associate - Technical Support/
Desk Support/IT Help Desk Technical Support/IT Help Desk Support/IT Help Desk Technical Support/IT Help Desk IT Help Desk
Collections (Business to Manager - Collections (Business to Customer) Team Leader - Collections (Business to Customer) Sr Associate - Collections
Customer) (Business to Customer)
Editorial and Editorial Manager - Editorial Team Leader - Editorial Senior Associate - Editorial
Desktop Desktop Publishing (DTP)
Publishing and Design Manager - DTP Team Leader - DTP Senior Associate - DTP
Transaction Processing Manager -Transaction Process Lead/Sr Specialist - Team Leader - Process Expert/Specialist - Senior Associate -
(includes B2B collections) Processing Transaction Processing Transaction Processing Transaction Processing Transaction Processing
Manager - Credit Process Lead/Sr Specialist - Team Leader - Process Expert/Specialist - Senior Associate -
Credit Analysis Analysis Credit Analysis Credit Analysis Credit Analysis Credit Analysis
Manager - Audit & Process Lead/Sr Specialist - Team Leader - Process Expert/Specialist - Senior Associate -
Finance and Audit and Accounting
Accounting Audit & Accounting Audit & Accounting Audit & Accounting Audit & Accounting
Accounting Manager - Process Lead/Sr Specialist - Team Leader - Process Expert/Specialist - Senior Associate -
Reporting Reporting Reporting Reporting Reporting
Reporting
Emerging Financial Planning and Manager - Financial Process Lead/Sr Specialist - Team Leader - Process Expert/Specialist - Senior Associate -
Occupations Analysis (includes Financial Planning and Financial Planning and Financial Planning and
Planning & Analysis Financial Planning & Analysis Analysis Analysis
Budgeting and Forecasting) Analysis
Clinical Data Management Manager - Clinical Data Management Team Leader - Clinical Data Management Sr Associate - Clinical Data Management
Health Services
Medical Transcription Manager - Medical Transcription Team Leader - Medical Transcription Sr Associate - Medical Transcription
Recruitment Manager - Recruitment Team Leader - Recruitment Sr Associate - Recruitment
Learning and Development Manager - L&D Team Leader - L&D Sr Associate - L&D
Human Resource Compensation and Benefits
Outsourcing Management Manager - C&B Team Leader - C&B Sr Associate - C&B
Employee Relations Manager - ER Team Leader - ER Sr Associate - ER
Knowledge Secondary Research & Specialist/Project Manager - Research Associate Project Manager - Research Sr Analyst - Research
Services - Market Research
Research Investment Banking (IB) Specialist/Project Manager - IB Research Associate Project Manager - IB Research Sr Analyst - IB Research
Research
Content Management Manager - Content Management Team Leader - Content Management Sr Associate - Content Management
Learning
Instructional Design Manager - Instructional Design Team Leader - Instructional Design Sr Associate - Instructional Design
Process Lead/Senior Team Leader - Legal Process Expert/Specialist -
Legal Services Legal Services Manager - Legal Services Specialist - Legal Services Senior Legal Associate
Services Legal Services
Procurement Operations Manager - Process Lead/Senior Team Leader - Process Expert/Specialist - Sr Associate -
Supply Chain (including Strategic Sourcing) Procurement Operations Specialist - Procurement
Procurement Operations Procurement Operations Procurement Operations
Operations
Management Sales & Fulfillment (including Manager - Process Lead/Senior Team Leader - S&F Process Expert/Specialist - S&F Sr Associate - S&F
Inventory Management) S&F Specialist - S&F
Chapter
LEADERSHIP-LEVEL
JOB ROLES - BPM
Leadership-level Job Roles
Leadership-level Job Roles in the BPM Sub-sector
LEADERSHIP
LEADERSHIP-LEVEL
JOB ROLES - BPM
68
69
Across the ITBPM industry, there are three levels of management:
LEADERSHIP-LEVEL
Entry Level JOB ROLES - BPM
Middle Level
Leadership Level
A leadership-level job role is one of the top-level job roles in the BPM sub-sector. The top-level
management generally consists of occupation leads as well as Assistant Vice-President (AVP), Vice-
President (VP), and Senior Vice-President (SVP) level roles. The top-level management determines
the objectives, policies, and plans of the organisation. They devise long-term strategy, organisational
objectives and goals, and are also involved in mobilising resources. The top-level management has
the final authority in the organisation. They are directly responsible to the major stakeholders.
Leadership -
level
Functions
Manage
organisational
culture and
direction
Lay down the
objectives and
broad policies of
the enterprise
Lead, motivate
and manage
middle-level
management
Responsible to
the shareholders
for the
performance of
the enterprise
Prepare
strategic plans
and policies for
the enterprise
Figure 9: Functions of the Leadership-level Management

70
Leadership-level Job Roles in the BPM Sub-sector
Leadership-level job roles in the BPM sub-sector include head of department roles such as Head
LEADERSHIP-LEVEL of Analytics, Head of F&A, Head of Research, and so on as well as AVP, VP and SVP level roles like
JOB ROLES - BPM AVP/VP/SVP HRO, AVP/VP/SVP collections, AVP/VP/SVP customer care, and so on. The table
below lists the unique leadership-level job roles in the BPM sub-sector.
Occupation Leadership-level unique job roles
Business Manager/AVP/VP
- MIS - Reporting
Analytics Business Manager/AVP/VP
Head of Analytics
Customer - Customer Care (Non-voice)
Relationship Business Manager/AVP/VP
Management - Sales/Telesales
Business Manager/AVP/VP - Collections
Head of Customer Care
Editorial and Desktop Head of Editorial and DTP Operations

Publishing
- Credit Analysis
Finance and Business Manager/AVP/VP
Accounting - Audit and Accounting
Business Manager/AVP/VP - Reporting
Head of F&A
Health Services - Health Services
Head of Health Services
Human Resource Business Manager/AVP/VP - HRO

Outsourcing Head of HRO
Knowledge Services - Business Manager/AVP/VP - Research

Research Head of Research
Learning Head of Learning
Legal Services - Legal Services
Head of Legal Services
Supply Chain - Procurement Operations
Management Business Manager/AVP/VP - S&F
Head of SCM
71
The IT-BPM industry in India offers unparalleled employment opportunities across the entire spectrum LEADERSHIP-LEVEL
JOB ROLES - BPM
of its service offerings. The leadership-level job roles are the top-level roles in any organisation, and
require managerial and strategic decision-making along with expertise and domain knowledge of
the industry. Employees may move up the ranks in the same organisation to reach these levels, or
may move from one organisation to another, sometimes even from outside the industry at these
levels.
In total, there are about 30 unique job roles at the leadership level across different occupations,
tracks and verticals in the BPM sub-sector.
occupations in this sub-sector.
Key Definitions
72
JOB ROLES - BPM

LEADERSHIP-LEVEL
Media and Travel and Healthcare/ Construction &

BFSI Government Telecom Retail Energy Heavy Engg. Emerging
Entertainment Hospitality Pharma (C&HE) Verticals
Occupation Tracks Leadership-level Job Roles
MIS - Reporting Business Manager/AVP/VP - MIS - Reporting
Analytics Head of Analytics
Analytics - Modelling and Analysis Business Manager/AVP/VP - Modelling and Analysis
Business Manager/AVP/VP - Customer Care (Non-voice)
Customer Care (Non-voice)
Customer Care (Voice) Business Manager/AVP/VP - Customer Care (Voice)
Customer Relationship Sales/Telesales Head of Customer Business Manager/AVP/VP - Sales/Telesales
Management Care
Technical Support/IT Help Desk Business Manager/AVP/VP - Technical Support/
IT Help Desk

Collections (Business to Customer) Business Manager/AVP/VP - Collections
Editorial Head of Editorial
Editorial and Desktop and
Publishing Desktop Publishing (DTP) and Design DTP Operations
(includes B2B collections) Business Manager/AVP/VP - Transaction Processing
Credit Analysis Business Manager/AVP/VP - Credit Analysis
Audit and Accounting Head of F&A Business Manager/AVP/VP/ - Audit and Accounting
Reporting Business Manager/AVP/VP - Reporting
Financial Planning and Analysis Business Manager/AVP/VP -
(includes Budgeting & Forecasting) Financial Planning and Analysis
Clinical Data Management Head of Health
Emerging Health Services Business Manager/AVP/VP - Health Services
Medical Transcription Services
Occupations
Recruitment
Learning and Development
Human Resource Compensation and Benefits Head of HRO Business Manager/AVP/VP - HRO
Outsourcing Management
Employee Relations
Secondary Research and Market
Knowledge Services - Research Business Manager/AVP/VP - Research
Research Head of Research
Investment Banking (IB) Research
Content Management
Learning Head of Learning
Instructional Design
Head of Legal
Legal Services Legal Services Services Business Manager/AVP/VP - Legal Services
(including Strategic Sourcing) Business Manager/AVP/VP/ - Procurement Operations

Supply Chain Management Head of SCM
Sales and Fulfilment (including Business Manager/AVP/VP - S&F
Inventory Management)
Chapter
OCCUPATIONS AND ROLES

IN THE BPM SUB-SECTOR
In Summary
Occupations within the BPM Sub-sector
Description of each Occupation
Occupational Map for each Occupation
OCCUPATIONS
74
75
In Summary
Based on the industry research as part of the occupational analysis, the occupations in the sub-
sector have been classified as follows: OCCUPATIONS AND ROLES
10 unique Occupations
27 unique Tracks
16 unique Job roles at the Entry Level
111 unique Job roles at the Middle Level
30 unique Job roles at the Leadership Level
Track is an independent unique activity under
an occupation.
76
Occupations within the BPM Sub-sector
Occupations identified have been classified further to indicate tracks. These detailed tracks
within each occupation have been represented in the table below. Some occupations, like Legal
IN THE BPM SUB-SECTOR Services, did not require a further split, and hence they have a single track (same as the occupation
name).
Occupations
Emerging
Emerging
Verticals
Construction &
Heavy Engg.
(C&HE)
Energy
Healthcare/
Pharma
Retail
Customer Relationship Management
Knowledge Service - Research


Telecom
Health Services
Legal Services
Analytics
Learning
Hospitality
Travel and
Entertainment
Media and
Government
BFSI
Verticals
Industry

77
Occupations have been classified into Tracks to
capture further skill-based specialisations
Occupation Tracks
MIS - Reporting
Analytics Analytics - Modelling and Analysis
Customer Care (Non-voice)

Customer Customer Care (Voice)
Relationship Sales/Telesales
Management Technical Support/IT Help Desk
Collections (Business to Customer)
Editorial and Desktop Editorial

Publishing Desktop Publishing (DTP) and Design
(includes B2B Collections)
Finance and Credit Analysis
Accounting Audit and Accounting
Reporting
Financial Planning and Analysis
(Includes Budgeting and Forecasting)
Health Services Clinical Data Management

Medical Transcription
Recruitment
Human Resource Learning and Development
Outsourcing Compensation and Benefits Management
Employee Relations
Knowledge Secondary Research and

Services - Research Market Research
Investment Banking (IB) Research
Learning Content Management

Instructional Design
Legal Services Legal Services
Supply Chain (Including Strategic Sourcing)
Management Sales and Fulfilment
(including Inventory Management)
78

Name of the Occupation for

Occupation which the Occupational Map
is prepared
Tracks are sub-sets having similar

Track set of functions (and job roles)
within this occupation
These indicate Leadership-level

job roles in the organisation
These may not signify natural
progression from the roles within
Leadership the occupation
Level
(>10 years)
These indicate Leadership-level

job roles within the
occupation/track
Occupational Map Reading Guide
Middle Level These indicate Middle-level

(2-10 years) job roles within the
occupation/track
These indicate Entry-level

job roles within the
Entry Level occupation/track and
(0-2 years) identify typical entry points
into the occupation
Please note that the number of years written here are only indicative and may vary from organisation to organisation
Name of the Occupation
for which the Career
Map is prepared
These indicate Leadership-

level job roles in the
organisation. These may
Leadership not signify natural
Level progression from the roles
within the occupation
These indicate Leadership-
level job roles within the
occupation/track
Career Map Reading Guide
Middle These indicate Middle-level

Level job roles within the
occupation/track
These indicate Entry-level job

roles within the occupation
Entry
/track and identify typical entry
Level
points into the occupation.
The first Entry-level job role
in each occupation
Name of Tracks under the
occupation
Each track is shown in a different colour and vertical dotted lines demarcate different tracks
79

80
Analytics
Analytics includes the study of business data using statistical analysis to find trends and historical
evidence to take informed decisions. The objective is to assist clients to predict and improve
IN THE BPM SUB-SECTOR business performance in the future.
Associates in this domain primarily use mathematics, operational research, statistics, and
probability tools for statistical analysis and data mining for extensive computations. Some fields
within the area of Analytics are enterprise decision management, marketing analytics, predictive
science, strategy science, credit risk analysis and fraud analytics.
Tracks business metrics and generates

dashboards for the consumption of business
managers

Develops research protocols, analytical
frameworks and cracks tough business
problems across verticals
Role of Analytics
Organises, analyses, synthesises and
Professional summarises information using appropriate
analytical methodologies and frameworks
Applies quantitative abilities to build statistical
models
Explores data to find new patterns and

relationships (data mining) models
MBA/MTech/BTech/BE/DSE/ISI
Quantitative abilities and number crunching

skills
Qualifications and Skills Exposure to statistical software packages
such as SPSS, SAS, etc.
Exposure to some modelling techniques
Data presentation and reporting ability/skill

81
Analytics - Occupational Map
Occupation Analytics
Track MIS - Reporting Modelling and Analysis
Head of Company*
Head of Geographical Unit/Head of Sales/BD*

Leadership
Level Head of Analytics
(~10+ years) Business
Business Manager/AVP/VP -
Manager/AVP/VP -
Modelling and Analysis
MIS - Reporting
Manager - Process Lead/Senior
Manager - MIS -
Modelling and Specialist - Modelling and
Reporting Analysis Analysis
Middle Level Team Leader - Process Expert/
Team Leader - MIS -
(2-10 years) Modelling and Specialist - Modelling and
Reporting
Analysis Analysis
Sr Associate -
MIS - Reporting Sr Associate - Modelling and Analysis
Entry Level
(0-2 years) Associate - Analytics
*Job roles such as Head of Company and Head of Geographical Unit/Head of Sales/Business Development do not fall under
this occupation, but can be a career progression for a person, provided he acquires business knowledge, skills and attributes
required for that role through exposure to different occupations. The map does not depict any hierarchy.
82

Career Map for Analytics
Head of Company
Head of Geographical Unit/

Head of Sales/BD
Leadership Level
Head of Analytics
Business Manager/AVP/VP - Business Manager/AVP/VP -

MIS - Reporting Modelling and Analysis
Manager - Manager - Modelling Process Lead/Sr

Specialist - Modelling
MIS - Reporting and Analysis and Analysis
Team Leader - Team Leader - Process Expert/

Modelling and Analysis Specialist - Modelling
MIS - Reporting and Analysis Middle Level
Analytics Typical Career Paths
Senior Associate - MIS - Senior Associate - Modelling

Reporting and Analysis
Entry Level
Associate - Analytics
MIS - Reporting Modelling and Analysis

83
Customer Relationship Management (CRM)
CRM entails all aspects of interaction that a company has with its customer, whether it is sales or
service-related, through any media. It is primarily the process of managing and resolving all client OCCUPATIONS AND ROLES
queries and issues. The CRM/CIS professionals form the primary level of contact with the customer.
They are required to have a broad understanding of the industry and domain as well as the product
and services portfolio to aid and enable quick and effective resolution of queries.
CRM/CIS includes the following tracks:
Customer Care (Non-voice): The professionals engaged in this occupation are responsible for
resolving queries and customer cases over Web-chat or e-mail. Responses may be made on either
pre-existing email templates or customised mails as per the query requirement. For slightly complex
queries/situations, this may require greater interaction.
Customer Care (Voice): This activity involves managing and resolving client queries/issues primarily
through telephonic calls. They are required to resolve the queries or direct unresolved queries to
the appropriate groups. These professionals are required to have a broad understanding of all
the products/services portfolio of the organisation that aids them in responding to queries. An
illustrative list of this process may include, but is not confined to, the following: customer care units
in companies across sectors like banking, financial institutions, insurance firms, hardware/software
vendors, utilities, travel and tourism, automotive and so on.
Sales/Telesales: The associates in this function undertake selling of products/services and

converting leads into clients. The process requires selling/upgrading/upselling of products/services
to existing and new customers. These professionals are required to convert the calls/enquiries into
sales or bring the lead to the point of sale.
IT Services and Help Desk: These professionals provide support on technology products/systems to
customers remotely. They are responsible for effectively responding to customer queries, which can
be simple (L1) to complex in nature, and also diagnosing, and thereby, resolving customer issues/
bug fixing.
Collections (Business to Customers): These professionals contact customers who have defaulted
on their payments, by telephone and/or by e-mail. They also review customer accounts, call on
delinquent accounts, and keep records updated with payment status. They handle customer queries,
resolve customer issues, and follow-up on payments.
84
Voice
Receives and makes telephone calls that
are primarily scripted, basic and routine with
IN THE BPM SUB-SECTOR the assistance of a computerised system;
non-technical query resolution done over
calls, web or e-mail
Answers inquiries, resolves problems,
records complaints and/or receives
feedback
Non-voice
Responds on either pre-existing e-mail
templates or through customised e-mails.
Role of a CRM Handles complex queries/situations
Professional through chat or web-interface
Makes major modifications in the data and
adds value to the data before sending it
back
Escalates complex queries to relevant team
as per guidelines
IT Services Help Desk

Provides application support
Understands specific client needs or
technical requirements to resolve or
escalate technical problems
IT Services Help Desk - engineer/graduate in

science
Undergraduate/graduate/postgraduate in any
subject
Excellent communication skills (mostly English
language, but many organisations could
specialise in regional languages such as Hindi
etc.)
Basic computer proficiency
Qualifications and Skills Empathetic nature and ability to handle irate
customers
Ability to navigate a computerised data entry
system or other relevant applications
Ability to handle clients and communicate with
them
Ability to communicate by chat/e-mail or other
tools
Occupation Customer Relationship Management
Customer Care Technical Support/IT Collections

Track Customer Care (Voice) Sales/Telesales
(Non-voice) Help Desk (Business to Customer)
Head of Company*

Leadership
Level Head of Customer Care
(~10+
years) Business Business Business Business Manager/ Business
Manager/AVP/VP - Manager/AVP/VP - Manager/AVP/VP - AVP/VP - Technical Manager/AVP/
Customer Care (Non-voice) Customer Care (Voice) Sales/Telesales Support/IT Help Desk VP - Collections
CRM - Occupational Map
Process/ Process
Process Lead/ Process
Manager - Manager - Lead Sr Manager Lead/Sr Manager -
Sr Specialist Manager Lead/ Sr
Customer Customer Specialist - -Technical Specialist - Collections
- Customer - Sales/ Specialist - Support/IT Technical
Care Care Customer (Business to
Care Telesales Sales/
(Non-voice) (Voice) Care Help Desk Support/IT Customer)
(Non-voice) Telesales
(Voice) Help Desk
Process Process Process
Middle Team Process Team
through exposure to different occupations. The map does not depict any hierarchy.
Team Leader- Expert Expert Team Expert Team Leader -
Level Leader Expert Leader-
Customer /Specialist - /Specialist - Leader /Specialist - Collections
(2-10 years) - Customer /Specialist - Technical
Care (Non - Customer Customer - Sales/ Technical (Business to
Care Sales/ Support/IT
voice) Care (Non - Care Telesales Support/IT Customer)
(Voice) Telesales Help Desk
voice) (Voice) Help Desk
Sr Associate -
Sr Associate - Customer Sr Associate - Sr Associate - Sr Associate - Technical Collections
Care (Non-voice) Customer Care (Voice) Sales/Telesales Support/IT Help Desk (Business to
Customer)
Entry Level Associate- Customer Care

Associate - CRM
(0-2 years) (Non-voice)
can be a career progression for a person, provided he acquires business knowledge, skills, and attributes required for that role
*Job roles such as Head of Company and Head of Geographical Unit/Head of Sales/BD do not fall under this occupation, but
Su
l AB nP aMl yIsni ds uosft rtyh:e BIPT-MB P
O c c u p a t i o n a l A n a l yOsci csu op fa tt ihoen aI T- Mb I- ns de cu tsot r y : B P M S u b - s e c t o r
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86

Career Map for Customer Relationship Management 1/2
Head of Company

Head of Sales/BD
Leadership
Head of Customer Care Level
Business Manager/AVP/VP - Business Manager/AVP/VP - Business Manager/AVP/VP -
generalised. The map does not depict any hierarchy.

Customer Care (Non-voice) Customer Care (Voice) Sales/Telesales
Manager - Customer Process Lead/Sr Process Lead/Sr Manager - Sales Process Lead/
Specialist - Customer Manager - Customer Specialist - Customer
CRM - Typical Career Paths
Care (Non-voice) Care (Voice) /Telesales Sr Specialist -

Care (Non-voice) Care (Voice) Sales/Telesales
Team Leader - Process Expert/ Team Leader - Process Expert/ Process Expert/
Specialist - Customer Customer Care Specialist - Customer Team Leader - Middle
Customer Care Specialist -
(Non-voice) Care (Non-voice) (Voice) Care (Voice) Sales/Telesales Sales/Telesales Level
Senior Associate - Customer Senior Associate - Customer Senior Associate -

Care (Non-voice) Care (Voice) Sales/Telesales
Associate- Customer Care Entry

(Non-voice) Associate-CRM Level
Customer Care (Non-voice) Customer Care (Voice) Sales/Telesales
While a possible movement has been indicated in the map, this is usually highly person specific and should not be
*Note: Career growth across the Leadership Levels is usually governed by cross-functional exposure to other occupations.
Career Map for Customer Relationship Management 2/2
Head of Company

Head of Sales/BD
Leadership Level
Head of Customer Care

Technical Support/IT Help Desk Collections
CRM - Typical Career Paths
ManagerTechnical Process Lead/Sr Manager - Collections

Specialist - Technical (Business to Customer)
Support / IT Help Desk Support/IT Help Desk
Team Leader - Process Expert Team Leader - Collections

Technical Support / IT Specialist - Technical (Business to Customer)
Help Desk Support/IT Help Desk Middle Level
Senior Associate - Technical Senior Associate - Collections

Support/IT Help Desk (Business to Customer)
Entry Level
Associate - CRM
Technical Support/ Collections

IT Help Desk (Business to Customer)
Su
O c c u p a t i o n a l A n a l yOsci csu op fa tt ihoen aI T- Mb I- ns de cu tsot r y : B P M S u b - s e c t o r
87

88
Editorial activities broadly include checking grammatical errors, and editing the research reports.
They conform to the language standards, and also the language style.
Professionals in this occupation may work on content/reports created by someone else. The
reports could be research reports, statistical analysis, brochures, presentation material, etc.
Checks basic grammatical errors

Role of an Editorial Checks and proof-reads documents
Professional Ensures logical flow of content
Graduate/postgraduate in English
Understands the technical aspects of editing
Qualifications and Skills Good written communication skills with

excellent English/grammar knowledge
Desktop publishing involves putting research reports into Adobe Flash, Adobe Acrobat, or HTM
formats, and prepare for publishing.
Professionals in this occupation work with existing templates, or create and design new templates
and formats. Their work is to put material provided by external editors (in editorial team) into
standard templates.
Puts research reports into Adobe Flash, Adobe

Acrobat, HTM or other formats
Primarily works with existing templates
Role of a DTP Professional Puts material provided by external editors (in
editorial team) into standard templates
Adds pictures, photos and videos
Graduate
Qualifications and Skills Knowledge of software tools - Adobe Flash,
Adobe Acrobat, or HTM
89
Editorial and Desktop Publishing - Occupational Map
Occupation Editorial and Desktop Publishing
Editorial Desktop Publishing (DTP)

Track and Design
Head of Company*
Leadership
Level Head of Geographical Unit/Head of Sales/BD*
(~10+ years)
Head of Editorial and DTP Operations
Manager - Editorial Manager - DTP
Middle Level Team Leader - Editorial Team Leader - DTP

(2-10 years)
Sr Associate - Editorial Sr Associate - DTP
Entry Level
(0-2 years) Associate - Editorial Associate - DTP
this occupation, but can be a career progression for a person, provided he acquires business knowledge, skills, and attributes
90
Editorial and Desktop Publishing Typical Career Paths
Career Map for Editorial and Desktop Publishing
Head of Company

Head of Sales/BD
Leadership Level
Head of Editorial and
DTP Operations
Manager - Manager -
Editorial DTP
Team Leader - Team Leader -

Editorial DTP
Sr Associate - Sr Associate - Middle Level

Editorial DTP
Associate - Associate -
Editorial DTP Entry Level
Desktop
Editorial Publishing (DTP)
and Design
91
Finance and Accounting (F&A)
This process involves systematic and timely recording, reporting, and analysis of financial
transactions of a business. Professionals are required to possess knowledge of book-keeping
methods with the objective of recording business transactions. This process may include but is not IN THE BPM SUB-SECTOR
limited to month-end accounting, foreign remittances, book-keeping, account reconciliation and
financial assignment, daily general ledger control checks, general ledger balance substantiation and
reconciliation, resolution of ad hoc issues and queries for the general ledger, help-desk support, and
query resolution for financial systems.
F&A includes activities such as general accounting, transaction management (account receivables
and payables management), corporate finance (e.g. treasury and risk management and tax
management), compliance management and statutory reporting, and so on.
F&A includes the following tracks:
Transactional F&A: These activities are simple and transactional in nature. The process involves
systematic and timely recording, reporting, and analysis of financial transactions of a business.
Professionals should have knowledge of bookkeeping methods to record business transactions. It
could involve some complex activities such as collection, analysis, summarisation, and presentation
of the financial performance of a business.
Processes invoices
Undertakes simple processing of financial
transactions such as card payments, cheques,
etc.
Manages dispute resolution with vendors
Role of an F&A - (accounts payable)
Transactional F&A Manages business collections (accounts
Professional receivable)
Works on cash application (accounts
receivable)
Performs simple analysis
Uses simple tools, rules and methodologies
Graduate/BCom
Must possess a basic knowledge of accounting
Ability to follow instructions or procedures
Qualifications and Skills required to enter or mange large amounts of
data accurately into systems/formats
Proficient in MS-Office: PowePoint, Excel and
Word
92
F&A Audit, Accounting, and Financial Planning: F&A acounting professionals are engaged in
activities that range from month-end accounting, foreign remittances, book-keeping, account
reconciliation and financial assignment, daily general ledger control checks, general ledger balance
substantiation and reconciliation, ad hoc issues resolution and queries for the general ledger, and
OCCUPATIONS AND ROLES help-desk support to query resolution for financial systems.
F&A audit professionals need to address financial risks throughout the company and evaluate,
monitor and improve the effectiveness of controls and governance processes in support of
corporate objectives. A professional in internal audit performs financial and operational reviews
across the company. A professional in financial audits does yearly audit planning, risk assessment
for all/defined business units team covering financial process reviews, business process reviews,
and anti-fraud programme.
F&A reporting professionals are required to provide analysis around the profitability of a business,
and the short- and long-term financial condition. This also includes preparation and consolidation
of financial reporting, month-end reporting, regulatory reporting as per country-specific GAAP/
management information reporting and analysis, inter-entity reconciliation, and ad hoc issues
resolution and queries.
Financial planning and analysis professionals are responsible for undertaking routine financial
planning and budgeting, and providing periodic analysis reports. These reports could range from
sales/margin reports, sensitivity analysis, income statement to profit statement. They could
also look at different metrics and measurements, KPI analysis, expense reporting, utilisation
reporting and so on.
Occupation F&A - Occupational Map
Transaction Financial Planning and

Track Processing Audit and Accounting Reporting Analysis
Credit Analysis
(Includes B2B (Includes Budgeting and
Collections) Forecasting)
Head of Company*

Leadership
Level Head of F&A
(~10+
years) Business Business Business
Business Manager/ Business Manager/AVP/
Manager/AVP/VP - Manager/AVP/VP Manager/AVP/VP -
AVP/VP - Reporting VP - Financial Planning
F&A - Occupational Map
Transaction Processing - Credit Analysis Audit and Accounting and Analysis
Process Process Process

Process Lead/ Manager Process Manager - Lead/Sr
Manager - Lead/Sr Manager Lead/Sr Manager - Lead/Sr
Sr Specialist - Credit Financial Specialist -
Transaction Specialist - - Audit and Specialist -
- Transaction Analysis Reporting Specialist - Planning Financial
Processing Credit Accounting Audit and and
Processing Reporting Planning and
Analysis Accounting Analysis
Analysis
Process Process Team Process
Middle Team Process Process
Team Expert Team Team Leader Expert/
Level Leader Expert Expert
Leader- Leader Expert/ - Financial Specialist -
(2-10 years) /Specialist - /Specialist - Leader -
/Specialist - Specialist - Planning Financial
Transaction Transaction - Credit
Credit - Audit and
Audit and Reporting Reporting and Planning
Processing Processing Analysis
Analysis Accounting
Accounting Analysis and Analysis
Sr Associate - Sr Associate - Sr Associate - Sr Associate - Sr Associate - Financial
Transaction Processing Credit Analysis Audit and Accounting Reporting Planning and Analysis
Entry Level Associate -

(0-2 years) Transactional F&A Associate - F&A Complex
93

94

Career Map for Finance and Accounting
Head of Company

Head of Sales/BD
map does not depict any hierarchy.

Leadership
Head of F&A
Level
Business Manager /AVP/VP- Business Manager /AVP/VP- Business Manager /AVP/VP- Business Manager / Business Manager /AVP/VP-
Transaction Processing Audit and Accounting AVP/VP- Reporting Financial Planning and
Credit Analysis Analysis
Process Lead/ Manager - Process Lead/ Manager - Process Lead - Process Lead/
Manager - Sr Specialist - Sr Specialist - Manager - Process Lead/ Manager
Financial Sr Specialist -
Transaction Credit Sr Specialist - Audit and Financial
F&A Typical Career Paths
Sr Specialist - Planning and

Transaction Audit and Reporting Reporting Planning and
Processing Processing Analysis Credit Analysis Accounting
Accounting Analysis Analysis
Process Expert Process Team Leader - Process Expert Process Team Leader - Process Expert/ Middle
Team Leader - /Specialist - Team Leader - Expert/
Transaction Expert/ Audit & /Specialist - Team Leader - Financial Specialist - Level
Processing Transaction Credit Analysis Specialist - Audit and Reporting Specialist - Planning and Financial Planning
Processing Credit Analysis Accounting Accounting Reporting Analysis and Analysis
Sr Associate - Transaction Sr Associate - Sr Associate - Sr Associate - Sr Associate - Financial

Processing Credit Analysis Audit and Accounting Reporting Planning and Analysis
Associate - Entry
Associate - F&A Complex
Transactional F&A Level
Transaction Processing Financial Planning and
Credit Analysis Audit and Accounting Reporting Analysis (includes
(includes B2B collections) Budgeting and Forecasting)
a possible movement has been indicated in the map, this is usually highly person specific and should not be generalised. The
*Note: Career growth across the Leadership Levels is usually governed by cross-functional exposure to other occupations. While
95
Health Services
Health Services support processes, and capture and process data from research houses, laboratories
and hospitals.
Health Services are of two types Clinical Data Management (CDM) and Medical Transcription.
CDM involves organisation and maintenance of information relating to medical research and records.
Professionals are required to ensure completeness, correctness and quality of the data generated
during clinical trials with high accuracy.
Organises and maintains information related

to medical research and records
Role of a Health Services Performs data coding of records
Professional - CDM Ensures completeness, correctness and
quality of the data generated during clinical
trials with high accuracy
BSc in computer science or biology
Qualifications and Skills Understanding of dictionaries used for coding
and for standardisation
Medical Transcription involves documentation of medical records dictated and authored by medical
professionals. This involves basic documentation, verification and validation of the documents.
It could include transcription of medical records dictated by doctors and others, including history
and physical reports, clinic notes, office notes, operative reports, consultation notes, discharge
summaries, letters, psychiatric evaluations, laboratory reports, x-ray reports, and pathology reports.
Transcription of medical records dictated by

doctors and others
Transcription of medical history and physical
Role of a Medical reports, clinic notes, office notes, operative
Transcription Professional reports, consultation notes, discharge
summaries, letters, psychiatric evaluations,
laboratory reports, x-ray reports and pathology
reports
Graduate (Science)
Certification in medical transcription
Qualifications and Skills Familiarity with medicl terms
Quick reading and writing ability
Content technlogy skills
96
Health Services - Occupational Map
Occupation Health Services
Track Clinical Data Management Medical Transcription
Head of Company*
Leadership Head of Geographical Unit/Head of Sales/BD*
Level
(~10+ years) Head of Health Services
Business Manager/AVP/VP Health Services
Manager - Clinical Data Management Manager - Medical Transcription
Middle Level Team Leader - Team Leader -

(2-10 years) Clinical Data Management Medical Transcription
Sr Associate - Sr Associate -
Clinical Data Management Medical Transcription
Entry Level Associate - Associate -
(0-2 years) Clinical Data Management Medical Transcription
*Job roles such as Head of company and Head of Geographical Unit/Head of Sales/Business Development do not fall under
97
Health Services Typical Career Paths
Career Map for Health Services
Head of Company

Head of Sales/BD
Leadership Level
Head of Health Services
Health Services
Manager - Clinical Manager - Medical
Data Management Transcription

Clinical Data Medical
Management Transcription Middle Level
Sr Associate - Clinical Sr Associate - Medical

Data Management Transcription
Associate - Clinical Associate -

Data Management Medical Transcription Entry Level
Clinical Data Medical

Management Transcription
98
HRO involves support provided to a spectrum of HR functions, which are largely transactional in
nature. The professionals in these jobs provide advice and assistance in the area of human
IN THE BPM SUB-SECTOR resource and personnel policies, practices, and procedures; employee benefits planning,
communication and administration; compensation systems planning; and wage and salary
administration.
An illustrative list of this process may include, but is not confined to, the following: resume
repository management, employee database/ human resource database management, developing
training plans and training calendar, training course, communication employee contract
management, payroll management, conducting background and reference checks, immigration
support and performance management administration.
Human resources shared services outsourcing has the following tracks:
HRO Recruitment: These professionals support the staffing needs of the organisation. These
professionals are required to attract and employ the most appropriate candidates from the
available prospective employee pool. Some of the activities in this process include resume mining,
background checks and reference checks.
HRO - Learning and Development: These professionals assist in the design, development and
delivery of training programmes. They understand the training needs of the organisation through
training needs analyses, review existing training methods and techniques and its application,
establish training goals as required and evaluate third party training programmes.
HRO - Compensation and Benefits: Management professionals in this group support the client
teams in managing the rewards practices of the organisation with the overall HR and organisational
philosophy. They may be involved in running a help desk to respond to rewards related queries from
employees, but such requests are usually directed through HR business partners. A significant
work is salary/tax/benefits processing.
HRO - Employee Relations: These professionals are involved in induction, on-boarding, handling
and resolution of day-to-day issues, statutory compliances, exit interviews, and so on. They assist
in administration of contracts, and other contractual agreements. They are also responsible for
preparing materials for consultants and managers, updating records and maintaining proper filing
systems and completing transactional-level statutory compliances.
Undertakes large transactional activities of any

particular HR area such as salary/tax/benefits
processing
Manages a help desk to respond to HR-related
Role of an HRO
queries from employees
Professional Manages induction, on-boarding, day-to-day
management of issues, statutory compliances
and exit interviews
Graduate/postgraduate
Knowledge of basic HR functions like payroll,
induction, training or compensation
Basic understanding of laws/regulations
Qualifications and Skills (e.g.,related to tax)
Communication and negotiation skills
Proficient in MS-Office: PowerPoint, Excel and
Word
Good verbal and written communication skills
99
Human Resource Outsourcing - Occupational Map
Occupation Human Resource Outsourcing
Compensation and
Track Recruitment Learning and Benefits Employee
Development Management Relations
Head of Company*
Level
(~10+ years) Head of HRO
O c c u p a t i o n a l A n a l yOsci csu op fa tt ihoen aI T-

Business Manager/AVP/VP - HRO
Manager- Manager- Manager- Manager-

Recruitment L&D C&B ER
Middle Level Team Leader - Team Leader - Team Leader - Team Leader -
(2-10 years) Recruitment L&D C&B ER
Senior Associate - Senior Associate - Senior Associate - Senior Associate -

Recruitment L&D C&B ER
Entry Level Associate Associate -
(0-2 years) - Recruitment HRO

SuMb I- ns de cu tsot r y : B P M S u b - s e c t o r
100

Career Map for Human Resource Outsourcing
Head of Company

Head of Sales/BD
Leadership Level
Head of HRO
Business Manager/AVP/VP - HRO

Manager -
Manager - L&D Manager - C&B Manager - ER
Recruitment
Team Leader - Team Leader - Team Leader - Team Leader -

Recruitment L&D C&B ER Middle
Level
Senior Associate Senior Associate Senior Associate Senior Associate
Recruitment - L&D - C&B - ER
Associate - Entry
Recruitment Associate - HRO Level
Learning and Compensation Employee

Recruitment and Benefits
Development Management Relations (ER)
Human Resource Outsourcing Typical Career Paths
101
Knowledge Services - Research
Professionals in this group undertake activities catering to specialised research across sectors. They
are generally involved in researching, analysing and reporting information related to organisations /
institutions, industry sectors or economic conditions. There exists an element of domain expertise IN THE BPM SUB-SECTOR
for some of these roles.
This occupation may involve analysing consumer opinions, and collecting data using techniques
such as questionnaires and electronic data to enable organisations to make informed decisions. This
occupation has the following tracks:
Secondary Research and Market Research: This group of professionals undertakes activities that
cater to specialised research across sectors. Professionals in this group generally research, analyse,
and report information related to organisations/institutions, industry sectors and economic
conditions. Professionals from these teams may move from these support roles to the front end as
soon as they develop and display the requisite abilities. There is some emphasis on domain expertise
in organisations that contain these roles.
The market research function could involve a lot of primary research activities. The professional group
in this occupation collects and analyses information on behalf of organisations such as businesses,
governments and charities. Market researchers analyse consumer opinions, and collect data using
techniques such as questionnaires and electronic data to enable organisations to make informed
decisions. Incumbents often specialise in one sector. They may also work with clients, advising how
to use the information provided. Qualitative market research focuses on peoples attitudes and
motivation, using methods such as focus groups and in-depth interviews.
Investment Banking Research: Investment banking operations is a dynamic business that supports
mergers and acquisitions transactions from first-level extensive market and industry research,
and will culminate with financial analysis, including discounted cash flows analysis and valuation
metrics. These roles are complex as they require the professionals executing them to have the
requisite knowledge, and operate within a large set of rules. The completion of the transaction
requires medium to high decision-making abilities.
Undertakes primary and secondary desk-

based research

Organises, analyses, synthesises and
summarises information using appropriate
analytical methodologies
Interacts with internal/external clients directly
Prepares company profiles, financial analysis
Role of a Knowledge and valuations and benchmarking
Analyses consumer opinions
Services Professionals
Collects data using techniques such as
questionnaires, surveys, interviews and
electronic data
Works on the various areas of research,
mostly secondary, with elements of primary as
and when required
Graduate/MBA/BBA/CA/CFA/BCom
Exposure to qualitative and quantitative
research techniques and methodologies
Proficient in MS-Office: PowerPoint, Excel and
Qualifications and Skills Word
Good verbal and written communication skills
Basic understanding of financial concepts and
statements
Data presentation and reporting ability/skill
102
Knowledge Services - Research - Occupational Map
Occupation Knowledge Services - Research
Track Secondary Research and Investment Banking (IB) Research

Market Research
Head of Company*
Level
(~10+ years) Head of Research
Business Manager/AVP/VP - Research
Specialists/Project Manager - Specialists/Project Manager -

Research IB Research
Middle Level Associate Project Manager - Associate Project Manager -

(2-10 years Research IB Research
Senior Analyst - Senior Analyst -

Entry Level
(0-2 years) Analyst - Research
103
Knowledge Services - Research - Typical Career Paths
Career Map for Knowledge Services - Research
Head of Company

Head of Sales/BD
Leadership Level
Head of Research
Business Manager/AVP/VP -
Research
Specialists/Project Specialists/Project
Manager - Research Manager - IB Research
Associate Project Associate Project

Manager - Research Manager - IB Research Middle
Level
Sr Analyst - Sr Analyst -
Analyst Research Entry

Level
Secondary Research Investment Banking

and Market Research (IB) Research
104
Learning
This process will basically include content management and industrial design.
IN THE BPM SUB-SECTOR Content management activities include researching, conceptualising, writing and structuring
e-learning course to facilitate effective, engaging and performance-enhancing learning.
Instructional design activities include writing/repurposing content for online training courses.
Activities include structuring of e-learning course to facilitate effective, engaging, and
performance-enhancing learning.
Stuctures learning courses

(primaily e-learning)
Prepares online training materials and
Role of a Learning documents
Creates content using software tools
Professional Structures e-learning courseware to facilitate
effective, engaging and performance-

enhancing learning
Strong written communication skills
Strong analytical thinking and organisational
Qualifications and Skills skills
Ability to use Learning Management Systems
(LMS)/Learning Content Management System
(LCMS)
105
Learning - Occupational Map
Occupation Learning
Track Content Management Instructional Design
Head of Company*
Leadership
Level Head of Geographical Unit/Head of Sales/BD*
(~10+ years)
Head of Learning
Manager - Content Management Manager - Instructional Design
Middle Level Team Leader - Team Leader -

(2-10 years) Content Management Instructional Design
Senior Associate - Senior Associate -

Content Management Instructional Design
Entry Level
(0-2 years) Associate - Learning
106
Learning Typical Career Paths
Career Map for Learning
Head of Company

Head of Sales/BD Leadership Level
Head of Learning
Manager - Manager -

Content Management Instructional Design Middle
Level
Senior Associate - Senior Associate -
Associate - Learning Entry

Level
107
Legal Services
There are many legal processes where personal presence or contact is not required, and such work
can be undertaken in back-end. Such activities are undertaken in Legal Services, which could include
delivery of legal services, review of large volumes of litigation documents for international law firms IN THE BPM SUB-SECTOR
and corporate legal departments. The most commonly offered services have been agency work,
document review, legal research, and writing and drafting of pleadings and briefs and patent services.
Reviews large volumes of litigation documents

Supports corporate legal departments through
Role of a Legal Services research
Professional Undertakes simple analysis
Undertakes research which could generate
revenue for company
Graduate (Law)
Qualifications and Skills Familiarity with legal terms
Ability to read and write fast
108
Legal Services - Occupational Map
Occupation Legal Services
Track Legal Services
Head of Company*
Level
(~ 10+ years) Head of Legal Services
Business Manager/AVP/VP - Legal Services
Manager - Legal Services Process Lead/Senior Specialist -

Legal Services
Middle Level Team Leader - Legal Services Process Expert/Specialist -

(2-10 years) Legal Services
Entry Level Document Coder/Processor Legal Associate

(0-2 years)
109
Legal Services Typical Career Paths
Career Map for Legal Services
Head of Company

Head of Sales/BD
Leadership Level
Head of Legal Services
Business Manager/AVP/VP - Legal Services
Manager - Legal Process Lead/Senior
Services Specialist - Legal Services
Team Leader - Process Expert/ Specialist

- Legal Services Middle Level
Legal Services
Document Coder/
Legal Associate Entry Level
Processor
Legal Services
110
Supply chain management helps clients to optimise their supply chain, generate competitive
advantage and set the stage for growth on the path to high performance. BPM organisations
IN THE BPM SUB-SECTOR are involved in activities, which range from generating orders, taking orders, collecting unpaid
bills, reviewing customer/vendor payment and trends, performing dispatch follow-up, managing
suppliers and managing inventories to providing procurement/sourcing support.
This process includes the following tracks:
Procurement Operations (Including Strategic Sourcing): This process involves sourcing and
logistics activities. It may also involve managing the supply chain for a product. Procurement of
both direct as well as indirect products is included. The professionals are required to evaluate the
possibilities of cost reduction by price negotiation, and being able to procure a commodity at the
best price, best volume, right time and right quality for the client. At the higher end of the value
chain, it also involves procurement analytics of a clients spend on the commodity.
Sales and Fulfilment (Including Inventory Management): These activities help revenue
enhancement through sales support processes such as on-time supplier deliveries, and expediting
or delaying supplier deliveries to align with increases or decreases in product demand. They also
improve client profitability by better cost containment in the supply chain through fulfilment
operations. This covers pre-sales, sales, and after-sales functions. The fulfilment function involves
SCM co-ordination, inventory management, replenishment planning and vendor management.
Undertakes first level of procurement activities

for buyers and/or supplier support to ensure
accuracy and good turn-around time
Buyer support: Takes instructions from buyer.
Generates purchase orders
Supplier Support: Culls out reports from
Role of an SCM database and places orders based on
Professional information from buyers
Dispatches follow-up
Manages suppliers
Manages inventories
Reviews customer payment and trends
Negotiation skills
Excellent communication skills
Qualifications and Skills Exposure to qualitative and quantitative
research techniques and methodologies
Proficient in MS-Office:PowerPoint, Excel and
Word
111
Supply Chain Management - Occupational Map
Occupation Supply Chain Management
Track Procurement Operations Sales and Fulfilment

(including Strategic Sourcing) (including Inventory Management)
Head of Company*
Level
(~ 10+ years) Head of SCM
Procurement Operations S&F
Process
Process
Manager - Lead/Senior
Manager - Lead/Senior
Procurement Specialist -
S&F Specialist -
Operations Procurement
S&F
Operations
Middle Level Process Expert/
Team Leader- Process Expert/
(2-10 years) Specialist - Team Leader -
Procurement Specialist -
Procurement S&F
Operations S&F
Operations
Senior Associate - Procurement
Operations
Entry Level
(0-2 years) Associate - SCM
112

Career Map for Supply Chain Management
Head of Company
Head of Geographicsl Unit/

Head of Sales/BD
Leadership Level
Head of SCM
Business Manager/AVP/VP Business Manager/AVP/VP

- Procurement Operations - S&F
Manager - Process Lead/Sr Specialist Manager - Process Lead/Sr

Procurement Operations - Procurement Operations S&F Specialist - S&F
Team Leader - Process Expert/ Specialist Team Leader - Process Expert/

Procurement Operations -Procurement Operations S&F Specialist -S&F Middle Level
Senior Associate -
Associate - SCM Entry Level
Procurement Operations - Sales and Fulfilment (including

(including Strategic Sourcing) Inventory Management)
Supply Chain Management Typical Career Paths
113
Movement to Other Occupations, Sub-sectors
and Industries
Given the dynamic range of services that the BPM sub-sector is increasingly offering to its clients in OCCUPATIONS AND ROLES
the industry, there are a variety of roles that employees are performing across the entire spectrum
of offerings. As such, they become a valuable asset not only to the BPM sub-sector, but also to all
the client industries they are associated with.
For example, someone working in SCM occupation in BPM sub-sector would be a valuable asset to
manufacturing companies in their procurement operations.
Similarly, an associate working in F&A occupation in BFSI vertical could move to a bank.
Also, most people starting their careers in one occupation look to move to another occupation in BPM
sub-sector. For example, associates in customer care can move to technical support with training.
The horizontal career movements from one occupation to another occupation within the sub-
sector, to another sub-sector, or to another industry occurs typically at middle or leadership levels
after a professional has acquired expertise in one particular occupation, or more than one related
occupations at entry level.
People develop deep industry expertise after 8-10 years,

which makes them valuable assets to the industry verticals they are working on
Ashish Garg, Director and Head of India Recruitment, Convergys
114
Movement to other Occupations, Sub-sectors
and Industries
Horizontal Movements
Occupation
To other Occupations To other sub-sectors To other industries
Bank, Retail,
Knowledge Services - ITS - Software Insurance,
Analytics
Research Engineer Manufacturing
Customer Supply Chain IT Service Help Internal Technical

Relationship Management,Finance Desk, SPD -
and Accounting Support in any
Management (TP&FP) Technical Support Industry
Editorial and
Support Roles for ITS/SPD Publishing,
Desktop
Other Occupations (Technical Writing) Learning
Publishing
Analytics, Knowledge Banks, Insurance

Finance and Services - Research, ITS, SPD Companies,
Accounting Supply Chain Management (as SMEs) Manufacturing, Retail
Health Analytics, Knowledge Labs, Pharma

Services ITS (as SMEs) Companies
Services - Research
Human
Knowledge Services - ITS, SPD HR Transactions in
Resource
Research, Analytics (as SMEs) any Industry
Outsourcing
Learning Analytics ITS (IT Consulting) Business Consulting
Knowledge
Support Roles for ITS/SPD Publishing,
Services -
Research other Occupations (Technical Writing) Learning
Legal Human Resource Bank, Insurance

Services Outsourcing SPD - IPR (Legal Support)
Analytics, Knowledge
Supply Chain Services - Research, Manufacturing,
ITS (as SMEs)
Management Finance and Retail
Accounting
Transition
ANNEXURE
Annexure A: Glossary of Terms and Abbreviations
Annexure B : Case Studies of Career Paths
ANNEXURE
116
Annexure A: Glossary of Terms and Abbreviations
Keywords /Terms Description
ANNEXURE
IT-ITeS Information Technology - Information Technology enabled Services
BPM Business Process Management
BPO Business Process Outsourcing
KPO Knowledge Process Outsourcing
LPO Legal Process Outsourcing
IPO Information Process Outsourcing
BCA Bachelor of Computer Applications
B.Sc. Bachelor of Science
OS Occupational Standard(s)
NOS National Occupational Standard(s)
QP Qualifications Pack
UGC University Grants Commission
MHRD Ministry of Human Resource Development

MoLE Ministry of Labor and Employment
NVEQF National Vocational Education Qualifications Framework
NVQF National Vocational Qualifications Framework
BFSI Banking Financial Services and Insurance
ITS IT Services
NASSCOM National Association of Software Services Companies
SSC Sector Skills Council
BPM Business Process Management
ER&D Engineering and Research and Development
SPD Software Products
CRM Customer Relationship Management
IMS Infrastructure Management Services
RIM Remote Infrastructure Management
SCM Supply Chain Management
HRO Human Resource Outsourcing
IP Intellectual Property
QA Quality Assurance
F&A Finance and Accounts
PLM Products Lifecycle Management
B.A. Bachelors in Arts
B. Com. Bachelors in Commerce
B. Tech. Bachelors in Technology
L.L.B Bachelors in Law
M. Tech. Masters in Technology
L. L.M Masters in Law
UI User Interface
CEO Chief Executive Officer
VP Vice President
AVP Associate Vice President
SVP Senior Vice President
GM General Manager
TL Team Leader
117
Annexure B: Case Studies of Career Paths
ANNEXURE
SAURABH GUPTA
Sr. Business Analyst
Computer Sciences Corporation (CSC)
Entry to IT-BPM Industry

How did you start your professional journey? Which organisation, and at which designation?
I started my professional journey way back in July 2000 with Innodata India Pvt. Ltd.
(Now known as Innodata Isogen Pvt. Ltd.). At that time, I was pursuing my B.Com (pass) course
from Delhi University along with O-Level from DOEACC, and to support my studies I started
working. Innodata is a leading provider of e-book services to the worlds most significant media,
publishing, and information services companies, and my role here was to ensure the quality of
final material (both text & images) that will be sent to client for verification before it can be
published for online libraries.
Certifications/Trainings Undertaken
Did you add to your knowledge base by undertaking any certifications?
Cleared LOMA ALMI level (280, 290, 301, 311 & 307)
Career Movement and Growth

How have you moved through your chosen career over the years?
In September 2004, I joined iEnergizer dealing with Massively Multiplayer Online Role Playing
Game (MMORPG) Aug 2005. One of my friends referred me for a job in Computer Sciences
Corporation (BPO division). Joining such a big brand and working in a true professional
environment gave so much to learn and explore. The success story continues with CSC as I became
Team leader in 2 years and 11 months time (fastest grade promotion by any individual).
Under guidance from my managers, I utilized my domain expertise in training new hires, and then
later on conducting LOMA sessions, which resulted in an increased rate of pass percentage for the
BPO division.
After working as TL for 2 years and 5 months, I was again provided opportunity to utilize my
knowledge in insurance domain by working as a Business Analyst with CSC IT team, where I am
currently working since December 2010.
Learning for people looking forward to enter the IT-BPM Industry

What were the key things that you learnt along the way?
Degrees can only help you at entry level; however, its the knowledge that works.
One should never be satisfied with what has already been achieved, and always start looking for
more. As soon as the target is complete, one should lay down road map for the next target
and start working.
118
ANNEXURE
RAJEEV KUMAR
Leader

I started as a direct sales associate with Spice Telecom, and worked there for 2.5 years.
I joined Convergys India Services Pvt. Ltd. in December 2005 as a Customer Care Officer.
This was a voice based profile for Citibank credit cards (United States).
INS 21: Property and Liability Insurance Principles

INS 22: Personal Insurance
INS 23: Commercial Insurance
Certified Software Quality Analyst (CSQA)
Post Graduate Diploma in Management from IIM Lucknow, while at work with CSC

In December 2006, I was promoted as a Sr. Customer Care officer, and I got exposure to act as a
subject matter expert and coach. October 2008 got promoted as a Team Leader Intern.
February 2009 promoted as a Process Trainer in Citibank Convergys through an internal job
posting. I had to go through a rigorous 3 months Professional Facilitation Skills Certification before
I started training new hire employees for Citibank project.
February 2010 I joined Intelenet Global Services Pvt. Ltd. (A Serco Company) as a Team Leader in
a pilot group for Apria Healthcare project (United States).
October 2011 Got a career opportunity to work with Computer Sciences Corporation as a Team
Leader for a Life Insurance project in BPO Services.

I have gained in-depth knowledge of Insurance/Healthcare/Banking/Telecom sectors and

it gives me immense confidence when I apply my knowledge and learning in day to day operations.
I have extensive knowledge about sales, compliance, people management, and leadership skills,
and I have been able to maintain excellent employee satisfaction indexes throughout my career.
119
ANNEXURE
PRIYABALA
Assistant Manager
Citibank N.A

In 2003, I joined a project with Hindustan Times Ltd. as an associate summer trainee in media
marketing. In May 2003, I joined Convergys India Services as a Customer Care Associate. Within
a year, I got promoted to Senior Customer Care Associate. I then moved into Quality Team
as a Quality Analyst. Within months, I got promoted as a Senior Quality Analyst. With the
immeasurable experience and knowledge I had gained through the various roles I played, I decided
to venture into the world of varied opportunities. This is when I joined the Citi family in January
2011 as an Assistant Manager in Service Quality.
Six Sigma Yellow Belt

How have you moved through your chosen career over the years ?
I joined Convergys India Services in May 2003 as a Customer Care Associate.
I got successive promotions ascending through Senior Customer Care Associate,
Quality Analyst till Senior Quality Analyst.
With equal hope and reluctance, I joined Citibank N.A. in January, 2011. This was a different
professional world. I did not have the relevant educational or professional background. But I had
immense thirst to learn, and expectations from self and Citibank. I have done well ever since. I
have been able to merge knowledge I had from my previous experience and implement new ideas.
I gained recognition in the very first year of joining Citibank N.A. in the form of Operations and
Technology Award in the 3rd Quarter. I yearn more, and wish to imbibe everything I can in my
professional journey.

Self- motivation, enjoy and appreciate what you do

No journey, including professional career, is smooth and self-structured. There would always be
the ones who say this cannot be done.
120
ANNEXURE
GURUPADA MISHRA
Business Analyst

Entry to IT-ITeS Industry
How did you start your professional journey? Which organisation and at which designation?
I started my professional journey way back in August 1999 with Tata Consultancy Services, Mumbai
as an Assistant Systems Engineer. I worked with TCS for close to 2 years in IBM Mainframes
technology supporting multiple projects for General Electric Appliances for their Sales function. In
the year 2001, I left TCS to undertake my post-graduation diploma in Industrial Engineering from
NITIE, Mumbai.
Cleared INS ( INS 21, 22,23) and CPCU papers.

After two years of pure technology experience at TCS, I took up NITIEs flag ship PGDIE course
which provides cross functional skills in all aspects of business and reinforces system engineering
concepts to solve business problems. I joined CSC after my post-graduation from NITIE, Mumbai in
the year 2003.
I started my career at CSC as a Business Analyst supporting implementation and support of

CSCs General Insurance products for the Insurance companies in North America. With now around
10 years with CSC, I have handled roles as a SME BA, Project Manager, growing excellent BA talent
in India, managing fairly large team of SME/Business Analysts in providing superior value to
the business.

Understanding the whole business value chain, knowing how the parts integrate provides
tremendous leverage to derive efficiencies. Not only can we move our part quicker, but the
other related parts so that we can see things moving faster. The other aspect is we derive more
satisfaction as we know what we do counts in adding either to the top line or the bottom
line of the company.
121
ANNEXURE
PARAG
Technical Manager

In Dec 2002, I joined Espire Infolabs Pvt. Ltd as a Software Engineer. Espire Infolabs provides end-
to-end business solutions to our global clientele - collaborating with them to design, develop, and
implement solutions to their business. This company gave me lots of opportunities to enhance my
technical skills, and add to my knowledge by getting MCAD.NET certification. It was a 20 months
strong and learning tenure with the company before I moved to next organisation.
INS21 , MCAD.NET Certification

I joined CSC in August 2004 as a Software Engineer. I started working for a P&C Domain Product
RISKMASTER. It gave me an entirely new perspective towards Financial Insurance domain. Later
on, I cleared INS 21, which enhanced my product knowledge further. With the help of correct
guidance from my senior team members, I worked very hard with commitment, and was rewarded
everytime. In a years time, I was promoted to Senior Software Engineer role.
After 2 year & 8 months, I moved to Birlasoft. I worked there on a project called Hollywood Video as
a System Analyst.
One of the biggest inspirations to comeback to CSC was its professional yet comfortable work
environment. In CSC and in project RISKMASTER, everyday one gets new challenges and new
learning opportunities. The best thing about the work force here is the commitment and a
helping attitude.

Everyone has something interesting and useful to offer which one can learn from. I have not met a
single person till now from whom I have not learnt anything.

IT-ITeS Sector Skills Council NASSCOM
4E, Vandana Building (4th Floor)
11, Tolstoy Marg, Connaught Place
New Delhi 110 001, India
T 91 11 4151 9230 F 91 11 4151 9240
ssc@nasscom.in
www.nasscom.in

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Occupational Analysis

Business Process Management

Business Process Management

The BPM sub-sector is structured in the following chapters:

Analytics Emerging Engineering Analysis Emerging Emerging

Identifying Sub- Sector

Occupations in the BPM Sub-sector

Occupations in the ITS Sub-sector

Identifying Verticl Horizontal Profiles for each Sub - Sector

Occupational Mapping Leading to career path

This figure does not depict any hierarchy

IT Services (ITS) Business Process Management (BPM)

Application Development Analytics

Application Deployment Customer Relationship Management

Engineering and R&D (ER&D) Software Products (SPD)

Engineering Analysis Integration and Deployment

Figure 1: Occupational Mapping Summary

IT Services (ITS) Business Process Management (BPM)

13 unique Occupations/Horizontals 10 unique Occupations/Horizontals

Engineering and R&D (ER&D) Software Products (SPD)

13 unique Occupations/Horizontals 12 unique Occupations/Horizontals

Figure 2: Summary of Findings During Occupational Analysis

Sector Skill Councils BACKGROUND

Figure 3: Skill Ecosystem and Stakeholders

Competency Framework Role Descriptions and

Individual Performance and Focused Training and

Career Planning and Recognition and Qualification

Figure 4: Uses of Occupational Standards

Occupational Analysis of the four sub-sectors

Figure 5: Occupational Mapping as Part of OS Development Process

Optional: Not Applicable

Manages the work to meet

Identify key trends

to understand the and identify and

Define typical career

and typical career paths across all four sub-sectors

Figure 6: Occupational Analysis: Approach and Methodology

Industry inputs and collaboration in identifying occupations, job roles

The following framework1 has been used for OS development.

Figure 7: OS Development Framework

As indicated in the OS Development Framework in Figure 7, the outcome of Occupational Mapping

Examples: IBM, Accenture, HP, DELL, Microsoft, Genpact,

Figure 8: IT-BPM Industry Structure

Improved access and delivery of services,

Approx. 78 percent increase in patents filed

Approx. 50 percent of workforce from

Approx. 8 percent of Indias GDP

Contributing to state GDP

Presence in 75 countries, with 580 global

Figure 9: Impact of IT-BPM Industry

Revenue Growth in Sub-sectors FY2008-2013

ITS BPM SPD and ER&D Total IT-BPM industry

Figure 10: Revenue Growth across the IT-BPM industry, 2008-2013

Sub-sector contribution to IT-BPM Sub-sector contribution to IT-BPM

Figure 11: Contribution of Sub-sectors to IT-BPM Industry

Direct Employment Generated

Table 1: Employment Generation in the IT-BPM Industry

~3 million workforce contributing to industry growth

Direct ~3.0 mn Indirect ~9.5 mn

IT service exports IT-BPM domestic

Figure 12: Employment Trends in the IT-BPM Industry

Education and Training

Engineering and R&D (ER&D) Software Products (SPD)

Embedded Services Offshore Poduct Development